About the company

ABOUT THE COMPANY

Future Group is an Indian privately held corporation that runs chains of large discount
department stores and warehouse stores

OVERVIEW

. Future Group understands the soul of Indian consumers. As one of India’s retail pioneers
with multiple retail formats, we connect a diverse and passionate community of Indian
buyers, sellers and businesses. The collective impact on business is staggering: Around
220 million customers walk into our stores each year and choose products and services
supplied by over 30,000 small, medium and large entrepreneurs and manufacturers from
across India. And this number is set to grow.
Future Group employs 35,000 people directly from every section of our society. We source
our supplies from enterprises across the country, creating fresh employment, impacting
livelihoods, empowering local communities and fostering mutual growth.
We believe in the ‘Indian dream’ and have aligned our business practices to our larger
objective of being a premier catalyst in India’s consumption-led growth story. Working
towards this end, we are ushering positive socio-economic changes in communities to
help the Indian dream fly high and the ‘Sone Ki Chidiya’ soar once again. This approach
remains embedded in our ethos even as we rapidly expand our footprints deeper into
India.

OUR BELIEFS

At Future Group we are committed to being a catalyst of positive change in the
communities, societies and business sectors in which we operate. We envision India’s
transformation into the legendary 'Sone Ki Chidiya' (golden bird), taking wings once again
to reach greater heights.
We take pride in our Indianness. Our belief in inclusiveness for long-term sustainable
growth and economic prosperity evokes trust among consumers, employees, suppliers,
partners, shareholders and the community.

COMPANY PROFILE

Environment Management:

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All the Units are ISO 9001-2000 certified for Quality Management System,
ISO- 14001 certified for Environment Management System and have received
OHSAS- 18001 certification for occupational health and safety management
system.Company is putting up a Carbon Dioxide Recovery plant of 450 MTPD
capacity for recovery of CO2 from Flue gases of Primary Reformer at Vijaipur.
This will help in reduction of discharge of greenhouse gases.

HRM IN NATIONAL FERTILIZERS LIMITED:

The company has always believed that human resource is its most important
asset and continues to work for its development and realization of its potential.
To achieve growth and to foster motivational climate, several initiatives were
taken up during the year. Modified Performance Related Pay Scheme for
Executives and Non- Executives has been implemented and Group Productivity
Allowance Scheme has also been introduced. The company has introduced
Employees Economic & Social Rehabilitation Scheme, which protects the
welfare of the family in case of demise/permanent disablement of employee
during service. A new pension scheme for the benefit of employees is in the
process of implementation.
During the year, to inculcate leadership qualities with high values, moral and
ethics in all supervisory staff and managerial cadre. Manpower strength of the
company as on 31.03.2012 was 4515 comprising of 1942 Executives and 2573
Non-Executives.
The Employer-Employee relationship continued to be harmonious during the
year. There was no loss of production due to any adverse IR situation. The
schemes for employees participation in Management continue to function
succeefully. There were continuous interactions between the Management and

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employees representatives on various issues keeping in view the best interest
of employees and the company.
The company continues to make efforts for improving employees health, well
being and welfare and has taken steps for providing recreation, education and
general welfare of employees.

MISSION

“NFL‟s mission is to be a market leader in fertilizers and a significant player in
all its other business, reputed for customer satisfaction, reasonable reward to
shareholders, ethics, professionalism and concern for ecology & the
community.”

Modernization and Expansion Projects:

With a view to consolidate its position as a market leader in Urea, projects of
about 4700 crore are at various stages of implementation in Company‟s
various plants. The major ongoing schemes are:-

Revamp of fuel-oil based plants at Panipat, Bathinda & Nangal:

The Company has undertaken revamp of fuel-oil based plants at Panipat,
Bathinda & Nangal for changeover of feedstock from Fuel-oil to Natural Gas.
These projects involve a total investment of 4066 Crore and a completion
period of 36 months from the zero date i.e. 29th January 2010. These projects
are being implemented on Lump Sum Turnkey (LSTK) basis. Panipat &Bathinda
projects are being implemented by M/s Larsen & Toubro (L&T) with process
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license from Halder Topsoe. Nangal project is being implemented by
Consortium of M/s Tecnimont SPA Italy & M/s Tecnimont ICB Mumbai with
process license from KBR. M/s Project & Development India Limited (PDIL) has
been engaged as Project Management Consultant for all these three projects.
The scheduled commissioning of the projects at Panipat & Bathinda is by
January 2013 and at Nangal by December 2012.

Revamp of Vijaipur plants for Energy Saving & Capacity Enhancement
& Carbon Dioxide Recovery (CDR) project for Vijaipur:

The Company has undertaken Capacity augmentation of Ammonia & Urea
plants at Vijaipur-I & II units including installation of Carbon Dioxide Recovery
(CDR) plant at an investment of around 650 crore. The total urea capacity
of Vijaipur units after commissioning of the project shall be 20.66 lakh tonnes
per annum against 17.29 lakh tonnes per annum at present. Projects are
scheduled to be commissioned during April / June 2012. CDR project is
expected to beCommissioned in June 2012.

NFL in collaboration with M/s KRIBHCO & RCF has a joint venture company
(JVC) named as "UravarakVidesh Limited" to explore investment opportunities
abroad and within country in Nitrogenous, Phosphatic&Potassic sectors and to
render consultancy services for setting up Projects in India & Abroad.

Company has also been awarded on nomination basis the revival of
HFC‟s Ramagundam and FCI‟s Sindri Units in joint venture with M/s EIL & M/s
SAIL respectively by GOI.

Production Performance

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The Company, during 2011-12, produced 34.01 lakh tonnes of Urea (105.3%
of installed capacity) as compared to 33.80 LMT in previous year. The
company registered ever best production of 639568 tonnes of Neem Coated
Urea during 2011-12 against 120067 tonnes during 2010-11.

Awards & Accolades

Company excelled in performance in various areas, which got recognition
from various quarters during the year. The company has received “Excellent”
rating for the MoU 2010-11 which is 11thexcellent rating in a row. Company
has won the following prestigious awards during 2011-12:
a) Two state level Safety Awards viz. „WINNER‟ for the year 2009 &
„RUNNERUP‟ for the year 2008 from Government of Haryana for “Lowest
Frequency rate” for Panipat Unit.
b) First Award for excellence in „Cost Management‟ in the category of
Large Public sector Undertakings for 2010 from the Institute of Cost and
Works Accountants of India (ICWAI), New Delhi.
c) “Business Achiever” Award in woman category by the Institute of
Chartered Accountants of India to Director (Finance), Ms Neeru Abrol. The
evaluation of the award was done by a Jury panel of eminent persons with Mr.
N.R. Narayana Murthy, chief mentor, Infosys as chairman.
d) Scope Excellence Award 2009-10 to Director (Finance), Ms Neeru Abrol
for “Outstanding Woman Manager” among all the CPSEs from Hon‟ble
Prime Minister of India at Vigyan Bhawan, New Delhi.

Corporate Social Responsibility and Agriculture Extension Activities:

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During the year 2010-11 & 2011-12, company earmarked 3.0 crores & 3.25
crores respectively on CSR, against which a total expenditure of 1.90 crores
has been incurred till 31-3-2012 (estimated) and 4.35 crores is being
carried over to the year 2012-13 as per DPE guidelines. The details of the work
carried out under CSR by Units and Marketing division in various districts viz.
Guna, Hoshangabad & Indore in M.P., Jalgoan in Maharashtra, Solan in H.P.,
Nangal & Bathinda in Punjab, Panipat in Haryana, Jhansi and Badayun in U.P.
and Mayurganj&Balsore in Odisha are as under:

a) Basic Amenities:
Drinking water facility, Approach roads, Toilets, Water tank, Tube wells,
Overhead tanks, Anganwadies, Compost structures like NADEP / Vermi
Pits, training on low cost agriculture practices to the Farmers etc.

b) Children education:
Provided Kitchen shed, Boundary wall, Sports infrastructure, Force lift
pump, furniture, computers, ceiling Fans to the primary and middle
schools in various villages situated in States of U.P, M.P, H.P & Haryana.
2245 beneficiaries were benefitted.

c) Women Empowerment:
Provided Multipurpose Women empowerment centers, stitching & sewing
machines, Floor and Masala Grinding Mill and training programs on
stitching/Embroidery/Food processing/Beautician/Sanitary pad
making/Soft toys making etc. under women empowerment initiative in
the States of U.P, M.P & H.P. 312 beneficiaries were benefitted.

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d) Afforestation:
Around 73000 saplings planted.

e) Installation of Solar Lights:
45 Solar Lights were installed at 8 adopted villages in the States of
U.P,M.P, H.P, Punjab& Haryana.

f) Children & Women Health Camps:
20 Children and Women Health camps were organized at various village
in the states U.P, M.P, Himachal Pradesh, Haryana and
Maharashtra.5546 beneficiaries were benefited by these camps.

g) Animal Health Camps:
20 Health camps were organized in various villages of States U.P, M.P,
Himachal Pradesh, Haryana, Rajasthan and Maharashtra. 7270 no. of
beneficiaries were benefited by these camps.

h) Water Harvesting / Ground water recharging:
7 Water harvesting structures were constructed (4 stop dams in Bhopal
zone, renovation of 2 ponds and construction of a water harvesting tank
in Chandigarh zone)..

PRODUCTS

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KISAN UREA

Kisan Urea is a highly concentrated, solid, nitrogenous fertilizer, containing
46.0% Nitrogen. It is completely soluble in water hence Nitrogen is easily
available to crops.

It contains Nitrogen in a milder form which changes to ammonical forms and is
retrieved by soil colloids for longer duration. Urea is available in granular form
and can be applied by drill and broadcasting.

BIO-FERTILIZER

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NFL manufactures and markets three types of Bio-Fertilizers, Rhizobium,
Phosphate Solubilising Bacteria (PSB) and Azetobactor. Starting with a mere
23 MT production in 1995-96, the production has risen to 231 MT (Approx) in
2010-11. The Company presently markets its bio-fertilizers in Madhya Pradesh,
Maharashtra, Uttar Pradesh, Uttrakhand, Chattisgarh, Bihar, Jharkhand,
Himachal Pradesh, Jammu & Kashmir, Punjab, Haryana & Rajasthan.

Bio-fertilizers are used to supplement chemical fertilizers as also to maintain
soil fertility; besides the following:-

1. Bio-Fertilizers are supplement to Chemical Fertilizers.
2. Bio-Fertilizers are cheap and can reduce the cost of cultivation.
3. Fix Biological Nitrogen in the soil, which is readily available to the plant.
4. Increase crop yield by 4-5% on an average.
5. Improve soil properties and sustain soil fertility.
6. Provides plant nutrient at low cost and useful for the consecutive crops.

TRADED PRODUCTS

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City Compost

Compost is plant matter that has been decomposed and recycled as a fertilizer
and soil amendment. Compost is a key ingredient in organic farming. Modern,
methodical composting is a multi-step, closely monitored process with
measured inputs of water, air and carbon- and nitrogen-rich materials. The
decomposition process is aided by shredding the plant matter, adding water
and ensuring proper aeration by regularly turning the mixture.

Certified Seeds

Certified seeds of various crop varieties are being sourced from three leading /
major State Seed Agencies / Cooperatives viz. State Farms Corporation Ltd
(SFCI), Uttaranchal Seeds & Tarai Development Corp (UAS & TDC), M/s
National Seeds Corporation (NSC) etc.We have entered into an agreement with
all above Government bodies state wise for procurement of certified seeds.

Agrochemicals

To promote the concept of single window we have ventured into sales of
agrochemicals/pesticides. As a pilot project during kharif 2010 we took up
trading of agrochemicals in the state of Punjab and Haryana and based on our
Kharif 2010 experience we have ventured into trading through state
/Government agencies like Hafed, markfed and Hindustan Insecticides Limited
in our total marketing territory.

UNITS

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NANGAL

NationalFertilizersLimited,
Naya Nangal,Punjab-140126

Nangal is situated at a distance of 100 kms from Chandigarh – the joint capital
of Punjab and Haryana. It has a township at a stone‟s throw from a fertilizer
unit often referred to as Nangal Unit of National Fertilizers Limited. Places of
religious importance like Shri Anandpur Sahib, Mata Naina Devi Shrine, Shri
Bhabour Sahib lie within 20 kms radius of Naya Nangal. Places of tourist
attraction like Manali and Dharamshala in Himachal Pradesh can also be visited
en-route a trip to Naya Nangal. A rail head connection to „Nangal Dam‟ station
is on the electrified track with two daily trains to national capital Delhi.

Soon after independence of our country the need to develop the infrastructure
in the country was hard felt. As a result of the motivation by the policy makers

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of the nation at that time, sites and locations were shortlisted on priority basis
for hydro projects, core sector industry, research

and development, defence establishments etc. In an endeavour towards this, a
small village nestled in the midst of Shivalik Hills on the banks of the river
Sutlej was considered to be an ideal location for a Hydro power project. This
idea mooted by a foreigner and proposed to the then Prime Minister gave birth
to Bhakra Dam – often referred to as one of the „temples of modern India‟. The
artificial lake created upstream of the dam christened „Gobind Sagar‟ is still
considered as the biggest man-made lake in the world. With the coming up of
Bhakra Dam and surplus power available from the hydel project, Govt. of India
decided to set up Fertilizer Factory at Naya Nangal, which went on stream in
1961.

SALIENT FEATURES OF NANGAL UNIT
Installed
478500 MTPA
Capacity:

Capital
Investment: 229.19 Crores

Commencement
November 1, 1978
of Production:

Process
Ammonia: Shell Gasification of Fuel Oil / LSHS

Mitsu Toatsu Total recycle C Improved for PT and BT and
Urea:
Technimont Total Recycle Process for N

Raw material: Coal , Fuel-oil/LSHS, Power, Water

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GohanaRoad,Panipat,
Haryana-132106,

Panipat, a district head-quarter is situated on National Highway No.1 at a
distance of 90 km from Delhi. It is one of the oldest and ancient cities of India.
The History of Panipat dates back to the Era of "The Mahabharata". Its old
name was 'Paniprastha'. Panipat has witnessed three historic battles in the
Past which changed face of India. The first battle (21st April 1526) was
between the Mughal chief Babar, then ruler of Kabul, and Sultan Ibrahim Lodi
of Delhi. Ibrahim was killed, and his army was defeated. This marked the
beginning of the Mughal Empire in India. The second battle (20th January
1556) ended in a victory for Bayram Khan, the guardian of the young Mughal
emperor Akbar, over Hemu. The third battle (14th January 1761) ended the
Maratha attempt to succeed the Mughals as rulers of India. The Maratha army,
under the Bhao Sahib was trapped and defeated by deceit by the Afghan chief
Ahmad Shah.

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SALIENT FEATURES OF PANIPAT UNIT
Installed
511500 MTPA
Capacity:

Capital

Commencement
September 1, 1979
of Production:

Process
Urea:
Technimont Total Recycle Process for NL T


Captive Power
2 x 15 MW
Plant :

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SibianRoad,Bathinda,
Punjab

Bathinda district in Punjab is one of the oldest and ninth largest district of
Punjab situated in the heart of Malwa region. It is said that Bhatinda was build
by rulers of Punjab 'Bhatti Rao' in 6th century AD and then the city was called
by the name of 'Bhatti Vinda' after their surname and now it is called as
Bathinda. The district has three sub divisions - Bathinda, Rampura Phul, and
Talwandi Sabo. Bathinda is also known as "The city of Lakes" for its five
artificial lakes in the city. The district is bounded by Sirsa and Fatehabad of
Haryana State in the South, Sangrur and Mansa district in the East, Faridkot in
the North and Muktsar on the West. Bathinda is well known for cotton and
agricultural production, also boasting a rapid development in industrialisation
with thermal power plants Guru Nanak Dev Thermal Plant and Guru Hargobind
Thermal Plant, Fertilizer Unit National Fertilizers Limited and a large oil refinery
and these give boost to the city's economic growth. Bathinda railway station is
one of the biggest rail junctions in India. The Sirhind canal from which the
minor branch canal, Bathinda branch and Kotla branch canal take off solves
the irrigation purpose of Bathinda District. The neighbouring districts of
Bathinda are Ludhiana (136km), Faridkot (63km), Chandigarh (210km),
Ferozpur (103km) and Delhi (370km).

SALIENT FEATURES OF BATHINDA UNIT

Installed
511500 MTPA
Capacity:

Capital 347.41 Crores

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Investment:

Commencement
October 1, 1979
of Production:

Process

Urea:
Technimont Total Recycle Process for N


Captive Power
2 x 15 MW
Plant:

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VIJAIPUR - I & II

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NationalFertilizersLimited
Vijaipur,Distt.Guna,
MadhyaPradesh-473111

Vijaipur is situated on the Agra- Mumbai highway (NH 3). The nearest Railway
Station is Ruthiyai Junction. Other rail heads near to Vijaipur include Bina (
150 km – East ),Kota (117 kms – Northwest )and Maksi ( 197 kms – South).
The plant site is 5 kms from the road head. District headquarter Guna is 35
Kms from Vijaipur whereas other important places like Bhopal, Gwalior, Indore
are at a distance of 185 kms,250 kms and 280 kms respectively.

National Fertilizers Ltd, Vijaipur unit is one of the four units of M/S National
Fertilizers Limited. With the commencement of commercial production of the
Expansion project the gas based unit at Vijaipur now comprises of two 1520
ton per day (tpd) Ammonia streams and four 1310 tpd Urea streams and
related off-site facilities. The gas is being received from the HBJ gas pipe line
being operated by M/s Gas Authority of India Ltd (GAIL) another government
of India undertaking

SALIENT FEATURES OF VIJAIPUR UNIT – I
Installed
864600 MTPA
Capacity:

Capital

Commencement
November 1, 1988
of Production:

Process
Ammonia: Steam reforming of NG / Naptha

Urea: Ammonia Stripping

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Raw material: NG / Naptha, Power, Water

Captive Power
3 x 17 MW
Plant:

SALIENT FEATURES OF VIJAIPUR UNIT – II
Installed
864600 MTPA
Capacity:

Capital

Commencement
March 31,1997
of Production:

Process
Ammonia: Steam reforming of NG / Naptha

Urea: Ammonia Stripping

Raw material: NG / Naptha, Power, Water

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The Corner stone of NFL's meritorious track record is its human resource. At
NFL, we firmly believe that our employees are our most valued resources.

NFL has always been a forerunner in the fertilizer sector and this has been
made possible through the company's thrust on human resources
development.

NFL offers a host of exciting career/opportunity to dynamic/young/qualified
individuals in Production/Maintenance/Marketing/Finance and Human
Relations. NFL has three induction levels Management Trainees/Technicians &
Operator Apprentices & Commercial Apprentices. Developmental and functional
programs based on training needs, as judged in the area of updation of
technical supervisory and managerial skills alongwith specialized requirements
from time to time.

The services which have been developed in the area of Training and
Development within the organization are readily available to other
organizations within the laid policies and procedures of the Company.

Caring Organization

The Company's concern for its employees is reflected through its efforts in the
area of health, safely and welfare of its employees. NFL not only meets the
statutory obligations, but has undertaken numerous voluntary measures
beyond the statutory requirements. The Company has well equipped hospitals,
canteens recreation clubs, housing facilities, schools and safe working
environment. The onus of NFL's high production levels lies on harmonious and
cordial industrial relations at all its manufacturing Units. The Company has not
lost even a single manday on this account.

To cater to the needs of training and development, NFL has a well defined and
well designed training plan. Major activities undertaken by HRD are:

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Recruitment and Training of Trainees at various levels viz. officers, supervisors
and workers.

Organizing of developmental and functional programs based on training needs,
as judged in the area of updation of technical, supervisory and managerial
skills longwith specialized requirements from time to time.

Imparting of training to people from other organisations within India and
abroad.

Formulate policies regarding manpower deployment on hire to other
organisations within India and abroad.

The services which have been developed in the area of Training and
Development within the organisation are readily available to other
organisations within the laid policies and procedures of the Company.

MANPOWER STATUS AS ON 31-03-2012

Total
Unit Name Executives Non-Executives
Employees

Nangal 1444 366 1078
Bathinda 820 340 480
Panipat 816 367 449
Vijaipur 825 414 411
CMO 444 316 128
C.O 165 138 27
Total 4514 1941 2573

Percentage 43 57

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MEANING OF HUMAN RESOURCE MANAGEMENT

Human resource management is a planning, organizing, directing, and
controlling of the procurement, development, compensation, integration,
maintenance and separation of human resources to the end that individual,
organizational and social objectives are accomplished.

Human resource management is a process of bringing people and
organizations together so that the goal of each are met. It is that part of
management process which is concern with the management of human
resources is an organization. It tries to secure the best from people by winning
their whole hearted cooperation.

Human resource management may be defined as the art of procuring,
developing and maintaining competent workforce to achieve organizational
goal efficiently.

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Nature of Human resource management

Pervasive force:

HRM is pervasive in nature. It is present in all enterprises. It
permeates all level of management in an organization

Action oriented:

HRM focuses attention on action rather than on record keeping,
writing, procedure or rules. The problems of employees at work are
solved through rational policies.

Individually oriented:

It tries to help employees develop their potential fully. It
encourages than to give out their best to the organization. It
motivates employees through a systematic process of recruitment,
selection, training and development coupled with fair wage
policies.

People oriented:

HRM is all about people at work , both as individual and groups. It
tries to put people on assigned jobs in order to produce good
results .The resultant gains are used to reward people and
motivate them towards further improvements in productivity .

Development oriented :

HRM intends to develop the full potential of employees. The
reward structure is tuned to the needs of the employees. Training
is offered to sharpen and improve their skills. Employees are

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rotated on various jobs so that they gain experience and exposure.
Every attempts made to use their talents fully in the service of
organizational goals.

Integrating mechanism:

HRM tries to built and maintain cordial relations between people
working in various level in the organization. In short it tries to
integrate human assets in the best possible manner in the service
of an organization.

Comprehensive function:

HRM is to some extent, concerned with any organizational decision
which has an impact on the workforce or the potential workforce.

Interdisciplinary function:

HRM is an multi-disciplinary activity, utilizing knowledge and inputs
drawn from psychology, sociology, anthropology, economics, etc.
To unravel the mystery surroundings the human brain, managers,
the need to understand and appreciate the contribution of all such
soft discipline.

Continuous function:

HRM is not a one shot deal. It can not be practiced only one hour
each day or one day a week. It requires a constant alertness and
awareness of human relations and their importance in everyday
operations.

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

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To help the organization reaches its goal :

HR department like other department in an organization exists to
achieve the goal of the organization first and if it does not meet
this purpose, HR department will wither and die.

To employ the skill and abilities of the workforce efficiently:

The prime purpose of HRM is to make people‟s strengths
productive and to benefit customers, stockholder and employees.

To provides the organization with well trained and well
motivated employees:

HRM requires that employees be motivated to exert their
maximum effort, that their performance be evaluated properly for
result that may be remunerated on the basis of their contributions
to the organization.

To increase to the fullest the employee’s job satisfaction
and self actualization:

It tries to promote and stimulates every employee to realize his
potential. To this end suitable programmes have to be designed
aimed at improving the quality of work life.

To develop and maintain a quality of work life:

It makes the employment in the organization a desirable, personal
and social, situation. Without improvement in the quality of work
life, it is difficult to improve organizational performance.

To communicate HR policies to ALL employees:

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It is the responsibility of the HRM to communicate in the fullest
possible sense; tapping idea, opinions and feelings of the
customers, non customers, regulators and other external public as
well as understanding the view of internal human resources.

SCOPE OF HUMAN RESOURCE MANAGEMENT

The scope of HRM is indeed vast. All major activity in the working
life of a worker – from the time of his or her entry into the
organization until he or she leaves- comes under the purview of
the HRM. Specifically. The activities included are-HR planning , job
analysis and design, recruitment and selection, orientation and
placement, training and development,
Performance appraisal and job evaluation, employee and executive
remuneration, motivation and communication, welfare, safety and
health, industrial relations(IR) and the like . For the sake of
convenience, we can summarize them as follows:

Procurement:

Procurement includes recruitment and selection of right kind of
personnel to occupy the various posts in the organization. It
includes:
i. Determination of the manpower requirement
ii. Job analysis
iii. Nature and scope of recruitment
iv. Employees selection
v. Placement of employees

Training and development :

Training and development is a must to prepare the worker made to
involve the employees in the actual management situations.
Employees‟ participation in committees and board meetings may
also contribute toward their development

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Job analysis and job description:

It involves the studies of job requirement of the enterprises and
assignment of well defined function to job so that qualified
employees may be hired.

Remuneration:

Provision of adequate remuneration for the work done by an
employee involves job analysis and job evaluation .It includes
determining wages rate, incentives system of wages payment,
merit-rating and performance appraisal.

Personnel Record:

The function of personnel record includes collection bio-data of all
employees‟ pertaining to their work e.g., training job performance,
attitude payment records.

Welfare and Industrial relationship:

It includes health and safety programme, sanitary facilities,
recreational facilities , group insurance employee associations etc.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

The main functions of Human resource Management are;

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 Job Design (JD)
 Job Analysis
 Human Resource Planning (HRP)
 Recruitment
 Selection
 Hiring
 Induction
 Performance Evaluation
 Compensation Management
 Training and Development
 Employee Movements
 Welfare Administration
 Health and safety Administration
 Discipline Administration
 Grievance Handling
 Labour Relations

1. Job Design (JD)
JD can be defined as the function of arranging tasks duties and responsibilities
in to an organizational unit of work for the purpose of accomplishing a certain
objective.

Techniques of JD

Scientific Techniques: This is done by observing past performances.

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Job Enlargement: Adding more duties to a job that is related to the current
duties of involved (Horizontal Loading)

Job Rotation: Shifting an employee from one job to another periodically.

Job enrichment: Increasing the depth of a job by increasing authority and
responsibility for planning

Group Technique: The job ids designed so that a group of individuals can
perform it, the job being a collective job.

2.Job Analysis

This includes the systematic analysis of the job and the characteristics of the
desired job holders. The information collected through a Job Analysis is of two
forms;

Job Description: Describes the job, its tasks, responsibilities and service
conditions of a job.

Job Specification: Describes the requirements of the person for the job,
including abilities, educational qualifications, special physical and mental skills,
training, experience etc.

3.Human Resource Planning (HRP)

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HRP can be identifies as the strategy forecasting the organizations future
requirements for different types of workers, their acquisitions, utilization,
improvement, employee cost control, retention and supply to meet these
needs.

The HR Planning Process

HRM Planing Process

Factors considered when forecasting future HR requirements.
 Demand for the organization‟s good/services
 Plans goals and objectives
 Method of productions
 Retirement, transfers, resignations
 Death
 Retrenchments

4.Recruitment
This is the initial attraction and screening of the supply of prospective Human
Resources available to fill a given position/s.

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In other words, it is the process of involving the attraction of suitable
candidates to vacant positions from both internal and external sources of the
organization.

Eg:

INTERNAL EXTERNAL

Job posting Advertising

Intranet Job Placement Agencies

Succession plans Internet

Placement through Colleges
Referrals
and Universities

5.Selection
This is a systematic process of selecting the most appropriate and suitable
person to a particular job. In other words, Selection is choosing an individual
to hire from all those who have been recruited/ attracted.

Methods of Selection

Application Evaluation: This involves choosing the most appropriate person
through evaluating the applications sent by the candidates
Interviews: this is to face a meeting with a member/s of the management.
One of te most commonly used methods of selection but it requires careful
planning.

35

Eg: One on one interviews, Panel interviews, Sequence interviews

Tests: this is meaning the candidates for qualities relevant to performing
available jobs.
Eg: Knowledge Tests, Aptitude Tests, Practical Tests, IQ Tests.

Background Investigations: this is assessing the appropriateness of an
applicant by investigating into his/her family, financial positions, Residential
Background, criminal background etc.
Medical Tests: this involves assessing the applicant‟s physical fitness for
particular jobs.

6.Hiring
This is the process of appointing the person selected for a particular job. In
this process, letters of appointments will be prepared, employment contracts
will be signed and the new employee will be sent in for a probationary period.

(Probationary period: the time period where the newly appointed employee will
have to work till he/she is made permanent)

7.Induction
This is concerned with introducing an employee to the company, job and staff
in a systematic way. There are two components of induction,

36

 Introducing the employee to the organization and the organization‟s
culture.
 Introducing the employee to his/her job

8.Performance Evaluation
This is a regular systematic assessment of an employee‟s performance in order
to review whether his/her performance matches the expected performance
levels. Performance evaluations are an analysis of an employee””s recent
successes and failures, personal strengths and weaknesses, and suitability for
promotion or further training. It is also the judgment of an employee””s
performance in a job based on considerations other than productivity alone.

9.Compensation Management
The main objective of the function is to develop and maintain a good salaried
and wages system which is reasonable both internally and externally.

Factors affecting Salaries and Wages

 Cost of living
 Supply and demand of labor
 Government requirements (minimum wage rates)
 Competitor wage scales
 Trade Union influences
 Labor productivity

10.Training and Development
Training is the process by which the employees are taught skills and given the
necessary knowledge to carry out their responsibilities to the required

37

standard. In other words, it is the improvement of the performance to carry
out the current job.

Development is concerned with the giving the individual necessary knowledge,
skills, attitude and experience to enable an employee to undertake greater and
more demanding roles and responsibilities in the future. Development is
concerned with the long term prospects of a career succession plan.

Methods of training and development
 Apprenticing
 On the job training
 Off the job training
 Simulations
 Role playing
 Case studies

11.Employee Movements
The movements of employees take place in three methods,

 Promotions: this is the re-assignment of an employee to a higher ranked
job in terms of responsibility, respect and salaries. Promotions are usually
based on seniority, competency and merit.
 Transfers: this is the movement of an employee from one job to another
on the same occupational level and at the same level of wage or salary.
 Lay off: This is the temporary stoppage or suspension of the service of the
employee to various reasons.

38

12.Welfare Administration
This refers to all the facilities and comforts given to the employee by the
employer apart from wages, salaries and incentives.

 Medical facilities
 Canteen facilities
 Housing facilities
 Transport facilities
 Recreation facilities
 Loan facilities
 Educational facilities

13.Health and safety Administration
This is concerned with maintaining required and reasonable levels of
professional Health and safety in the job and its environment. The organization
should ensure the employees physical and mental health. The work place
should be free of hazards.

14.Discipline Administration
It is important to control the performance and behavior of the employees
according to the rules and regulations of the organization. For this very reason
it is important to develop, implement and maintain an appropriate disciplinary
system.

Importance of a discipline administration:
 To reduce conflicts and confusions
 To control the employees in an orderly manner

39

 To ensure employees behavior in accordance with performance standards,
rules and regulations of the organization.

15.Grievance Handling
A grievance can be identified as a situation where the employee is in metal
distress, dissatisfies or has a bad attitude, due to a work related unreasonable
or unjust situation.

A grievance could take place for various reasons;

 Job related reasons
 Work services related reasons
 Employee management related reasons
 Service conditions related reasons
 Employee behavior related reasons

16.Labour Relations
The continues relationship between the labour force and the management.
Since labour forces are organized as Trade Unions, it is actually a relationship
between Trade union representative and the management. However the
Government is also an involved as a third party in order to regulate this
relationship by ways of laws.

This relationship is also more commonly known as a tri-partite relationship.

If in case there is a dispute between the employees and the management, the
most common way of dispute resolution is through negotiations or Collective

40

Bargaining and when the two parties reach to an agreement it‟s known as
Collective Agreement.

Collective Bargaining: this can be identified as the negotiation that takes
place between the management and the Trade unions during a particular time
period regarding labour/Industrial issues.
Collective Agreement: The agreements which the management and the
Trade unions get into after a collective Bargain.

JOB SATISFACTION
Job satisfaction describes how happy an individual is with his or her job. The
happier

people are within their job, the more satisfied they are said to be. Logic would
dictate that

the most satisfied (“happy”) workers should be the best performers and vice
versa. This is

called the "happy worker" hypothesis.[1] However, this hypothesis is not well
supported, as

job satisfaction is not the same asmotivation or aptitude, although they may
be clearly

41

linked. A primary influence on job satisfaction is the application of Job
design,which aims

to enhance job satisfaction and performance using methods such as job
rotation,

job enlargement, job enrichment and job re-engineering. Other influences on
satisfaction

include management styles and culture, employee involvement,
empowerment, and

autonomous work position.

Job satisfaction is a very important attribute and is frequently measured by
organizations.

The most common technique for measurement is the use of rating scales
where

employees report their thoughts and reactions to their jobs. Questions can
relate to rates

of pay, work responsibilities, variety of tasks, promotional opportunities, the
work itself,

and co-workers. Some examinations present yes-or-no questions while others
ask to rate

satisfaction using a 1-to-5 scale, where 1 represents "not at all satisfied" and
5 represents

"extremely satisfied."

MODELS OF JOB SATISFACTION
1.Affect Theory

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous
job satisfaction model. The main premises of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one

42

has in a job. Further, the theory states that how much one values a given facet
of work (e.e. the degree of autonomy in a position) moderates how
satisfied/dissatisfied one becomes when expectations are/are not met. When a
person values a particular facet of a job, his satisfaction is more greatly
impacted both positively (when expectations are met) and negatively (when
expectations are not met), compared to one who does not value that facet. To
illustrate, if Employee A values autonomy in the workplace and Employee B is
indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy compared to Employee B. this
theory also states that too much of a particular facet will produces stronger
feelings of dissatisfaction the more a worker values that facet.

2.Dispositional Theory

Another well known job satisfaction theory is the Dispositional Theory. It is a
very general theory that suggests that people have innate dispositions that
cause them to have tendencies toward a certain level of satisfaction,
regardless of one‟s job. This approach became a notable explanation of job
satisfaction in light evidence that job satisfaction tends to be stable over time
and across careers and jobs. Research also indicates that identical twins have
similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory
was the core Self-evaluations Model, proposed by Timorthy A. Judge in 1998.
Judge argued that there are four Core Self-evaluations that determine one‟s
disposition towards job satisfaction: self-esteem, general self-efficacy, locus of
control, and neuroticism. This model states that higher levels of self-esteem
(the value one places on his self) and general self-efficacy (the belief in one‟s
own competence) lead to higher work satisfaction. Having an internal locus of
control (believing one has control over her/his own life, as opposed to outside

43

forces having control) leads to higher job satisfaction. Finally, lower levels of
neuroticism lead to higher job satisfaction.

3.Two – Factor Theory (Motivation – Hygiene Theory)

Fredrick Herzberg‟s Two factor theory (also known as Motivator Hygiene
Theory) attempts to explain satisfaction and motivation in the workplace. This
theory states that satisfaction and dissatisfaction are driven by different factors
motivation and hygiene factors, respectively. Motivating factors are those
aspects of the job that make people want o perform, and provide people with
satisfaction. These motivating factors are considered to be intrinsic to the job,
or the work carried out. Motivating factors include aspects of the working
environment such as pay, company policies, supervisory practices, and other
working conditions.

While Herzberg‟s model has stimulated much research, researchers have
been unable to reliably empirically prove the model, with Hackman & Oldham
suggesting that Herzberg‟s original formulation of the model may have been a
methodological artifact. Furthermore, the theory does not consider individual
differences, conversely predicting all employees will react in an identical
manner to changes in motivating/hygiene factors. Finally, the model has been
criticised in that it does not specify how motivating/hygiene factors are to be
measured.

MEASURING JOB SATISFACTION

There are many methods for measuring job satisfaction. By far, the most
common method for collecting data regarding job satisfaction is the Likert
scale (named after Rensis Likert). Other less common methods of for gauging

44

job satisfaction include: Yes/No questions, True/False questions, point
systems, checklists, and forced choice answers. This data are sometimes
collected using an Enterprise Feedback Management (EFM) system.

JOB DESCRIPTIVE INDEX

The Job Descriptive Index (JDI), is a specific questionnaire of job satisfaction
that has been widely used. It measures one‟s satisfaction in five facets: pay,
promotions and promotion opportunities, coworkers, supervision, and the work
itself. The scale is simple, participants answer either yes, no, or can‟t decide
(indicated by „?‟) in response to whether given statements accurately describe
one‟s job.

A related scale is the Job in general index, which asks employees how
satisfying their job is in a broad overall sense. In certain situations, it can be
more useful than the JDI because rather than focusing on individual facets, it
asks about work satisfaction in general.

MINNESOTA SATISFACTION QUESTIONNAIRE

The Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey
(JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets
and has a long form with 100 questions (five items from each facet) and a
short form with 20 questions (one item from each facet). The JSS is a 36 item
questionnaire that measures nine facets of job satisfaction. Finally, the Faces
Scale of job satisfaction, one of the first scales used widely, measured overall
job satisfaction with just one item which participants respond to by choosing a
face.

45

FACTORS THAT INFLUENCE JOB SATISFACTION

Environmental factors

1.Communication overload and communication underload

One of the most important aspects of an individual‟s work in a modern
organization concerns the management of communication demands that he or
she encounters on the job. Demands can be characterized as a communication
load, which refers to “the rate and complexity of communication inputs an
individual must process in a particular time frame.” Individuals in an
organization can experience communication over-load and communication
underload which can affect their level of job satisfaction. Communication
overload can occur when “an individual receives too many messages in a short
period of time which can result in unprocessed information or when an
individual faces more complex messages that are more difficult to process.”
Due to this process, “given an individual‟s style of work and motivation to
complete a task, when more inputs exist than outputs, the individual perceives
a condition of overload which can be positively or negatively related to job
satisfaction. In comparison, communication under load can occur when
messages or inputs are sent below the individual‟s ability to process
them.” According to the ideas of communication over-load and under-load, if
an individual does not receive enough input on the job or is unsuccessful in

46

processing these inputs, the individual is more likely to become dissatisfied,
aggravated, and unhappy with their work which leads to a low level of job
satisfaction.

2.Superior-subordinate communication

Superior-subordinate communication is an important influence on job
satisfaction in the workplace. The way in which subordinates perceive a
supervisor's behavior can positively or negatively influence job satisfaction.
Communication behavior such as facial expression, eye contact, vocal
expression, and body movement is crucial to the superior-subordinate
relationship . Nonverbal messages play a central role in interpersonal
interactions with respect to impression formation, deception, attraction, social
influence, and emotional. Nonverbal immediacy from the supervisor helps to
increase interpersonal involvement with their subordinates impacting job
satisfaction. The manner in which supervisors communicate with their
subordinates non-verbally may be more important than the verbal content .
Individuals who dislike and think negatively about their supervisor are less
willing to communicate or have motivation to work whereas individuals who
like and think positively of their supervisor are more likely to communicate and
are satisfied with their job and work environment. A supervisor who uses
nonverbal immediacy, friendliness, and open communication lines is more
likely to receive positive feedback and high job satisfaction from a subordinate.
Conversely, a supervisor who is antisocial, unfriendly, and unwilling to

47

communicate will naturally receive negative feedback and create low job
satisfaction in their subordinates in the workplace.

Individual factors

1.Emotion

Mood and emotions form the affective element of job satisfaction. Moods tend
to be longer lasting but often weaker states of uncertain origin, while emotions
are often more intense, short-lived and have a clear object or cause.

Some research suggests moods are related to overall job satisfaction. Positive
and negative emotions were also found to be significantly related to overall job
satisfaction.

Frequency of experiencing net positive emotion will be a better predictor of
overall job satisfaction than will intensity of positive emotion when it is
experienced.[23]

Emotion work (or emotion management) refers to various types of efforts to
manage emotional states and displays. Emotion management includes all of
the conscious and unconscious efforts to increase, maintain, or decrease one
or more components of an emotion. Although early studies of the
consequences of emotional work emphasized its harmful effects on workers,
studies of workers in a variety of occupations suggest that the consequences of
emotional work are not uniformly negative.

It was found that suppression of unpleasant emotions decreases job
satisfaction and the amplification of pleasant emotions increases job
satisfaction.]

48

The understanding of how emotion regulation relates to job satisfaction
concerns two models:

1. Emotional dissonance: Emotional dissonance is a state of discrepancy
between public displays of emotions and internal experiences of
emotions, that often follows the process of emotion regulation.
Emotional dissonance is associated with high emotional exhaustion, low
organizational commitment, and low job satisfaction.

2. Social interaction model: Taking the social interaction perspective,
workers‟ emotion regulation might beget responses from others during
interpersonal encounters that subsequently impact their own job
satisfaction. For example: The accumulation of favorable responses to
displays of pleasant emotions might positively affect job satisfaction.

2.Genetics

It has been well documented that genetics influence a variety of individual
differences. Some research suggests genetics also play a role in the intrinsic,
direct experiences of job satisfaction like challenge or achievement (as
opposed to extrinsic, environmental factors like working conditions). One
experiment used sets of monozygotic twins, reared apart, to test for the
existence of genetic influence on job satisfaction. While the results indicate the
majority of the variance in job satisfaction was due to environmental factors
(70%), genetic influence is still a minor factor. Genetic heritability was also

49

suggested for several of the job characteristics measured in the experiment,
such as complexity level, motor skill requirements, and physical demands.

3.Personality

Some research suggests an association between personality and job
satisfaction. Specifically, this research describes the role ofnegative
affectivity and positive affectivity. Negative affectivity is related strongly to the
personality trait of neuroticism. Individuals high in negative affectivity are
more prone to experience less job satisfaction. Positive affectivity is related
strongly to the personality trait ofextraversion. Those high in positive
affectivity are more prone to be satisfied in most dimensions of their life,
including their job. Differences in affectivity likely impact how individuals will
perceive objective job circumstances like pay and working conditions, thus
affecting their satisfaction in that job.

ANALYSIS AND INTERPRETATION OF DATA

The data after collection is to be processed and analyzed in accordance with
the outline and down for the purpose at the time of developing research plan.

Technically speaking, processing implies editing, coding, classification and
tabulation of collected data so that they are amenable to analysis. The term
analysis refers to the computation of certain measures along with searching for
pattern groups. Thus in the process of analysis, relationship or difference

50

should be subjected to statistical tests of significance to determine with what
validity data can be said to indicate any conclusions.

The analysis of data in a general way involves a number of closely related
operations, which are performed with the purpose of summarizing the collected
data and organizing them in such a manner that they answer the research
questions.

Question no.1

Need for further improvement in the performance at work.

Frequency Percentage(in %)
Strongly agree (1) 8 20
Agree(2) 29 72
Can‟t say(3) 1 2
Disagree(4) 1 3
Strongly disagree(5) 1 3
Total 40 100

51

1 2 3 4 5

3%
2% 3%

20%

72%

Interpretation:

From the above table and pie chart it is clearly evident that 20% of the
respondents strongly agree that there is the need for further improvement in
the performance at work and 72% agree with that and 2% replied with can‟t
say and 3% disagree with improvement and 3% are strongly against the
statement.

Question no.2

Infrastructure provided by NFL is as per the requirements.

Agree(2) 26 65
Can‟t say(3) 4 10

52

Disagree(4) 3 7
Total 40 100

1 2 3 4 5

3%

7% 15%
10%

65%

Interpretation:

respondents strongly agree that the infrastructure provided by nfl is as per the
requirements and 65% agree with that and 10% replied with can‟t say and 7%
disagree with infrastructure and 3% are strongly against the statement.

Question no.3

There is a complete match between the skills and competence and the job
assigned to the employees.

frequency Percentage(in %)
Agree(2) 12 30
Can‟t say(3) 7 18
Disagree(4) 16 40

53

Total 40 100

1 2 3 4 5

5% 7%

30%
40%

18%

Interpretation:

respondents strongly agree with the statement that there is a complete match
between there skills and job assigned to them and 30% agree with that and
18% replied with can‟t say and 40% disagree with statement and 5% are
strongly against the statement.

Question no.4

Time schedule is well designed.

Agree(2) 21 53
Can‟t say(3) 4 10

54

Disagree(4) 6 15
Total 40 100

1 2 3 4 5

0%

15%
22%

10%

53%

Interpretation:

respondents strongly agree that time schedule is well designed and 53% agree
with that and 10% replied with can‟t say and 15% disagree with time schedule
and 0% are strongly against the statement.

Question no.5

Top management supports the employees in taking correct decisions.

55

Agree(2) 23 57
Can‟t say(3) 7 17
Disagree(4) 1 3
Total 40 100

1 2 3 4 5

3% 3%

20%
17%

57%

Interpretation:

respondents strongly agree that top management supports the employees in
taking correct decisions and 57% agree with that and 17% replied with can‟t
say and 3% disagree with that statement and 3% are strongly against the
statement.

Question no.6

There is a sense of mutual trust and cooperation among the subordinates and
the superiors.

Agree(2) 25 62
Can‟t say(3) 7 18

56

Disagree(4) 3 8
Total 40 100

1 2 3 4 5

0%

8% 12%

18%

62%

Interpretation:

respondents strongly agree that there is mutual trust and cooperation among
employees and 62% agree with that and 18% replied with can‟t say and 8%
disagree and 0% are strongly against the statement.

Question no.7

Peers sometimes creates conflict in the surroundings.

Agree(2) 13 32
Can‟t say(3) 9 23
Disagree(4) 14 35

57

Total 40 100

1 2 3 4 5

5% 5%

35% 32%

23%

Interpretation:

respondents strongly agree that peers sometimes creates conflicts in the
surroundings and 32% agree with that and 23% replied with can‟t say and
35% disagree with this statement and 5% are strongly against the statement.

Question no.8

Spirit of teamwork among employees.

Agree(2) 20 50
Can‟t say(3) 4 10
Disagree(4) 10 25

58

Total 40 100

1 2 3 4 5

3%

12%
25%

10%
50%

Interpretation:

respondents strongly agree that spirit of team work among employees and
50% agree with that and 10% replied with can‟t say and 25% disagree
statement and 3% are strongly against the statement.

Question no.9

Personnel policies of the organisation facilitate employee development.

Agree(2) 19 70
Can‟t say(3) 8 12

59

Disagree(4) 10 8
Total 40 100

1 2 3 4 5

3%
5%

25%

47%
20%

Interpretation:

respondents strongly agree that personal policies facilitate the employees
development and 70% agree with that and 12% replied with can‟t say and 8%
disagree with this statement and 0% are strongly against the statement.

Question no.10

Organization promotes healthy competition amongst employees.

Agree(2) 13 32

60

Can‟t say(3) 9 23
Disagree(4) 12 30
Total 40 100

1 2 3 4 5

8% 7%

30% 32%

23%

Interpretation:

respondents strongly agree that organization promotes healthy competition
amongst employees and 32% agree with that and 23% replied with can‟t say
and 30% disagree with the statement and 8% are strongly against the
statement.

Question no.11

Employees are paid as per the skills and competence.


61

Agree(2) 10 25
Can‟t say(3) 4 10
Disagree(4) 17 43
Total 40 100

1 2 3 4 5

10% 12%

25%

43%

10%

Interpretation:

respondents strongly agree that employees are paid as per there skills and
competence and 25% agree with that and 10% replied with can‟t say and
43% disagree with the above statement and 10% are strongly against the
statement.

Question no.12

Training and development programs are required.


62

Agree(2) 22 55
Can‟t say(3) 0 0
Disagree(4) 1 3
Total 40 100

1 2 3 4 5

0% 3% 0%

42%

55%

Interpretation:

respondents strongly agree that training and development programs are
required and 55% agree with that and 0% replied with can‟t say and 3%
disagree and 0% are strongly against the statement.

Question no.13

Feeling of physical and mental fatigue due to excessive workload.


63

Agree(2) 11 28
Can‟t say(3) 6 15
Disagree(4) 16 40
Total 40 100

1 2 3 4 5

5%

12%

40% 28%

15%

Interpretation:

respondents strongly agree that there is the feeling of physical and mental
fatigue due to excessive workload and 28% agree with that and 15% replied
with can‟t say and 40% disagree with the above statement and 5% are
strongly against the statement.

Question no.14

Amount of work given is reasonable with time.


64

Agree(2) 25 62
Can‟t say(3) 0 0
Disagree(4) 7 18
Total 40 100

1 2 3 4 5

3%

18% 17%
0%

62%

Interpretation:

respondents strongly agree that amount of work given is reasonable with time
and 62% agree with that and 0% replied with can‟t say and 18% disagree with
time and 3% are strongly against the statement.

Question no.15

Equal devotion towards personal life.


65

Agree(2) 18 45
Can‟t say(3) 4 10
Disagree(4) 10 25
Total 40 100

1 2 3 4 5

0%

20%
25%

10%

45%

Interpretation:

respondents strongly agree that they devote equal towards their personal life
and 45% agree with that and 10% replied with can‟t say and 25% disagree
with equal devotion and 0% are strongly against the statement.

Question no.16

Benefits received are comparable to those offered by other organizations.


66

Agree(2) 16 40
Can‟t say(3) 9 22
Disagree(4) 6 15
Total 40 100

1 2 3 4 5

8%
15%
15%

22% 40%

Interpretation:

respondents strongly agree that benefits received are comparable to other
organizations and 40% agree with that and 22% replied with can‟t say and
15% disagree with above statement and 8% are strongly against the
statement.

JOB SATISFACTION QUESTIONNAIE

1. Educational Qualification: 3. Nature of job :

67

2. Designation : 4. Years of experience :

Kindly put a tick ( ) mark on the only answer from various alternatives given
below :

1. Need for further improvement in the performance at work.

a. Strongly agree b. agree c. can‟t say
d. disagree e. strongly disagree

2. Infrastructure provided by NFL is as per the requirements.


3. There is a complete match between the skills and competence and the
job assigned to the employees.


4. Time schedule is well designed.


5. Top management supports the employees in taking correct decisions.


68

6. There is a sense of mutual trust and cooperation among the subordinates
and the superiors.


7. Peers sometimes creates conflict in the surroundings.


8. Spirit of teamwork among employees.


9. Personnel policies of the organisation facilitate employee development.


10. Organization promotes healthy competition amongst employees.


11. Employees are paid as per the skills and competence.


69

12. Training and development programs are required.


13. Feeling of physical and mental fatigue due to excessive workload.


14. Amount of work given is reasonable with time.


15. Equal devotion towards personal life.


16. Benefits received are comparable to those offered by other organizations.


70

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