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ABOUT THE COMPANYFuture Group is an Indian privately held corporation that runs chains of large discountdepartment stores ...
All the Units are ISO 9001-2000 certified for Quality Management System,ISO- 14001 certified for Environment Management Sy...
employees representatives on various issues keeping in view the best interestof employees and the company.The company cont...
license   from   Halder Topsoe.   Nangal    project   is   being   implemented   byConsortium of M/s Tecnimont SPA Italy &...
The Company, during 2011-12, produced 34.01 lakh tonnes of Urea (105.3%of installed capacity) as compared to 33.80 LMT in ...
During the year 2010-11 & 2011-12, company earmarked            3.0 crores & 3.25crores respectively on CSR, against which...
d) Afforestation:    Around 73000 saplings planted. e) Installation of Solar Lights:    45 Solar Lights were installed at ...
KISAN UREAKisan Urea is a highly concentrated, solid, nitrogenous fertilizer, containing46.0% Nitrogen. It is completely s...
NFL manufactures and markets three types of Bio-Fertilizers, Rhizobium,   Phosphate Solubilising Bacteria (PSB) and Azetob...
City CompostCompost is plant matter that has been decomposed and recycled as a fertilizerand soil amendment. Compost is a ...
NANGALNationalFertilizersLimited,Naya Nangal,Punjab-140126Nangal is situated at a distance of 100 kms from Chandigarh – th...
of the nation at that time, sites and locations were shortlisted on priority basisfor hydro projects, core sector industry...
PANIPAT          13
NationalFertilizersLimited,GohanaRoad,Panipat,Haryana-132106,Panipat, a district head-quarter is situated on National High...
SALIENT FEATURES OF PANIPAT UNITInstalled                 511500 MTPACapacity:CapitalInvestment:       338.27 CroresCommen...
BATHINDA           16
NationalFertilizersLimited,SibianRoad,Bathinda,PunjabBathinda district in Punjab is one of the oldest and ninth largest di...
Investment:Commencement               October 1, 1979of Production:ProcessAmmonia:           Shell Gasification of Fuel Oi...
VIJAIPUR - I & II                    19
NationalFertilizersLimitedVijaipur,Distt.Guna,MadhyaPradesh-473111Vijaipur is situated on the Agra- Mumbai highway (NH 3)....
Raw material:       NG / Naptha, Power, WaterCaptive     Power                    3 x 17 MWPlant:SALIENT FEATURES OF VIJAI...
22
HUMAN RESOURCE                 23
The Corner stone of NFLs meritorious track record is its human resource. AtNFL, we firmly believe that our employees are o...
Recruitment and Training of Trainees at various levels viz. officers, supervisorsand workers.Organizing of developmental a...
MEANING OF HUMAN RESOURCE MANAGEMENTHuman resource management is a planning, organizing, directing, andcontrolling of the ...
Nature of Human resource management         Pervasive force:         HRM is pervasive in nature. It is present in all ente...
rotated on various jobs so that they gain experience and exposure.Every attempts made to use their talents fully in the se...
To help the organization reaches its goal :HR department like other department in an organization exists toachieve the goa...
It is the responsibility of the HRM to communicate in the fullestpossible sense; tapping idea, opinions and feelings of th...
Job analysis and job description:          It involves the studies of job requirement of the enterprises and          assi...
   Job Design (JD)   Job Analysis   Human Resource Planning (HRP)   Recruitment   Selection   Hiring   Induction  ...
Job Enlargement: Adding more duties to a job that is related to the currentduties of involved (Horizontal Loading)Job Rota...
HRP can be identifies as the strategy forecasting the organizations futurerequirements for different types of workers, the...
In other words, it is the process of involving the attraction of suitablecandidates to vacant positions from both internal...
Eg: One on one interviews, Panel interviews, Sequence interviewsTests: this is meaning the candidates for qualities releva...
   Introducing the employee to the organization and the organization‟s    culture.   Introducing the employee to his/her...
standard. In other words, it is the improvement of the performance to carryout the current job.Development is concerned wi...
12.Welfare AdministrationThis refers to all the facilities and comforts given to the employee by theemployer apart from wa...
   To ensure employees behavior in accordance with performance standards,    rules and regulations of the organization.15...
Bargaining and when the two parties reach to an agreement it‟s known asCollective Agreement.Collective Bargaining: this ca...
linked. A primary influence on job satisfaction is the application of Jobdesign,which aimsto enhance job satisfaction and ...
has in a job. Further, the theory states that how much one values a given facetof work (e.e. the degree of autonomy in a p...
forces having control) leads to higher job satisfaction. Finally, lower levels ofneuroticism lead to higher job satisfacti...
job satisfaction include: Yes/No questions, True/False questions, pointsystems, checklists, and forced choice answers. Thi...
FACTORS THAT INFLUENCE JOB SATISFACTIONEnvironmental factors1.Communication overload and communication underloadOne of the...
processing these inputs, the individual is more likely to become dissatisfied,aggravated, and unhappy with their work whic...
communicate will naturally receive negative feedback and create low jobsatisfaction in their subordinates in the workplace...
The understanding of how emotion regulation relates to job satisfactionconcerns two models:   1. Emotional dissonance: Emo...
suggested for several of the job characteristics measured in the experiment,such as complexity level, motor skill requirem...
should be subjected to statistical tests of significance to determine with whatvalidity data can be said to indicate any c...
1     2        3   4     5                                3%                     2% 3%                                    ...
Disagree(4)                            3                7Strongly disagree(5)                   1                3Total   ...
Strongly disagree(5)              12               5Total                             40               100                ...
Disagree(4)                      6                    15Strongly disagree(5)             0                    0Total      ...
frequency        Percentage(in %)Strongly agree (1)               8                20Agree(2)                         23  ...
Disagree(4)                     3                   8Strongly disagree(5)            0                   0Total           ...
Strongly disagree(5)            2                  5Total                           40                 100                ...
Strongly disagree(5)            1                   3Total                           40                  100              ...
Disagree(4)                     10               8Strongly disagree(5)            1                0Total                 ...
Can‟t say(3)                     9                 23Disagree(4)                      12                30Strongly disagre...
Agree(2)                         10                   25Can‟t say(3)                     4                    10Disagree(4...
Strongly agree (1)              17                  42Agree(2)                        22                  55Can‟t say(3)  ...
Strongly agree (1)                5                12Agree(2)                          11               28Can‟t say(3)    ...
Strongly agree (1)                 7                17Agree(2)                           25               62Can‟t say(3)  ...
Strongly agree (1)                    8                20Agree(2)                              18               45Can‟t sa...
Strongly agree (1)               6                    15Agree(2)                         16                   40Can‟t say(...
2. Designation               :                    4. Years of experience :Kindly put a tick (   ) mark on the only answer ...
6. There is a sense of mutual trust and cooperation among the subordinates     and the superiors.     a. Strongly agree   ...
12. Training and development programs are required.     a. Strongly agree      b. agree             c. can‟t say     d. di...
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About the company

  1. 1. ABOUT THE COMPANYFuture Group is an Indian privately held corporation that runs chains of large discountdepartment stores and warehouse storesOVERVIEW. Future Group understands the soul of Indian consumers. As one of India’s retail pioneerswith multiple retail formats, we connect a diverse and passionate community of Indianbuyers, sellers and businesses. The collective impact on business is staggering: Around220 million customers walk into our stores each year and choose products and servicessupplied by over 30,000 small, medium and large entrepreneurs and manufacturers fromacross India. And this number is set to grow.Future Group employs 35,000 people directly from every section of our society. We sourceour supplies from enterprises across the country, creating fresh employment, impactinglivelihoods, empowering local communities and fostering mutual growth.We believe in the ‘Indian dream’ and have aligned our business practices to our largerobjective of being a premier catalyst in India’s consumption-led growth story. Workingtowards this end, we are ushering positive socio-economic changes in communities tohelp the Indian dream fly high and the ‘Sone Ki Chidiya’ soar once again. This approachremains embedded in our ethos even as we rapidly expand our footprints deeper intoIndia.OUR BELIEFSAt Future Group we are committed to being a catalyst of positive change in thecommunities, societies and business sectors in which we operate. We envision India’stransformation into the legendary Sone Ki Chidiya (golden bird), taking wings once againto reach greater heights.We take pride in our Indianness. Our belief in inclusiveness for long-term sustainablegrowth and economic prosperity evokes trust among consumers, employees, suppliers,partners, shareholders and the community.COMPANY PROFILEEnvironment Management: 1
  2. 2. All the Units are ISO 9001-2000 certified for Quality Management System,ISO- 14001 certified for Environment Management System and have receivedOHSAS- 18001 certification for occupational health and safety managementsystem.Company is putting up a Carbon Dioxide Recovery plant of 450 MTPDcapacity 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 importantasset and continues to work for its development and realization of its potential.To achieve growth and to foster motivational climate, several initiatives weretaken up during the year. Modified Performance Related Pay Scheme forExecutives and Non- Executives has been implemented and Group ProductivityAllowance Scheme has also been introduced. The company has introducedEmployees Economic & Social Rehabilitation Scheme, which protects thewelfare of the family in case of demise/permanent disablement of employeeduring service. A new pension scheme for the benefit of employees is in theprocess of implementation.During the year, to inculcate leadership qualities with high values, moral andethics in all supervisory staff and managerial cadre. Manpower strength of thecompany as on 31.03.2012 was 4515 comprising of 1942 Executives and 2573Non-Executives.The Employer-Employee relationship continued to be harmonious during theyear. There was no loss of production due to any adverse IR situation. Theschemes for employees participation in Management continue to functionsucceefully. There were continuous interactions between the Management and 2
  3. 3. employees representatives on various issues keeping in view the best interestof employees and the company.The company continues to make efforts for improving employees health, wellbeing and welfare and has taken steps for providing recreation, education andgeneral welfare of employees.MISSION“NFL‟s mission is to be a market leader in fertilizers and a significant player inall its other business, reputed for customer satisfaction, reasonable reward toshareholders, ethics, professionalism and concern for ecology & thecommunity.”Modernization and Expansion Projects:With a view to consolidate its position as a market leader in Urea, projects ofabout 4700 crore are at various stages of implementation in Company‟svarious 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 completionperiod of 36 months from the zero date i.e. 29th January 2010. These projectsare being implemented on Lump Sum Turnkey (LSTK) basis. Panipat &Bathindaprojects are being implemented by M/s Larsen & Toubro (L&T) with process 3
  4. 4. license from Halder Topsoe. Nangal project is being implemented byConsortium of M/s Tecnimont SPA Italy & M/s Tecnimont ICB Mumbai withprocess license from KBR. M/s Project & Development India Limited (PDIL) hasbeen engaged as Project Management Consultant for all these three projects.The scheduled commissioning of the projects at Panipat & Bathinda is byJanuary 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 & Ureaplants at Vijaipur-I & II units including installation of Carbon Dioxide Recovery(CDR) plant at an investment of around 650 crore. The total urea capacityof Vijaipur units after commissioning of the project shall be 20.66 lakh tonnesper annum against 17.29 lakh tonnes per annum at present. Projects arescheduled to be commissioned during April / June 2012. CDR project isexpected 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 opportunitiesabroad and within country in Nitrogenous, Phosphatic&Potassic sectors and torender consultancy services for setting up Projects in India & Abroad.Company has also been awarded on nomination basis the revival ofHFC‟s Ramagundam and FCI‟s Sindri Units in joint venture with M/s EIL & M/sSAIL respectively by GOI.Production Performance 4
  5. 5. 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. Thecompany registered ever best production of 639568 tonnes of Neem CoatedUrea during 2011-12 against 120067 tonnes during 2010-11.Awards & AccoladesCompany excelled in performance in various areas, which got recognitionfrom various quarters during the year. The company has received “Excellent”rating for the MoU 2010-11 which is 11thexcellent rating in a row. Companyhas 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 “LowestFrequency rate” for Panipat Unit.b) First Award for excellence in „Cost Management‟ in the category ofLarge Public sector Undertakings for 2010 from the Institute of Cost andWorks Accountants of India (ICWAI), New Delhi.c) “Business Achiever” Award in woman category by the Institute ofChartered Accountants of India to Director (Finance), Ms Neeru Abrol. Theevaluation 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 Abrolfor “Outstanding Woman Manager” among all the CPSEs from Hon‟blePrime Minister of India at Vigyan Bhawan, New Delhi.Corporate Social Responsibility and Agriculture Extension Activities: 5
  6. 6. During the year 2010-11 & 2011-12, company earmarked 3.0 crores & 3.25crores respectively on CSR, against which a total expenditure of 1.90 croreshas been incurred till 31-3-2012 (estimated) and 4.35 crores is beingcarried over to the year 2012-13 as per DPE guidelines. The details of the workcarried 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. 6
  7. 7. 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 7
  8. 8. KISAN UREAKisan Urea is a highly concentrated, solid, nitrogenous fertilizer, containing46.0% Nitrogen. It is completely soluble in water hence Nitrogen is easilyavailable to crops.It contains Nitrogen in a milder form which changes to ammonical forms and isretrieved by soil colloids for longer duration. Urea is available in granular formand can be applied by drill and broadcasting.BIO-FERTILIZER 8
  9. 9. 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 9
  10. 10. City CompostCompost is plant matter that has been decomposed and recycled as a fertilizerand soil amendment. Compost is a key ingredient in organic farming. Modern,methodical composting is a multi-step, closely monitored process withmeasured inputs of water, air and carbon- and nitrogen-rich materials. Thedecomposition process is aided by shredding the plant matter, adding waterand ensuring proper aeration by regularly turning the mixture.Certified SeedsCertified 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/sNational Seeds Corporation (NSC) etc.We have entered into an agreement withall above Government bodies state wise for procurement of certified seeds.AgrochemicalsTo promote the concept of single window we have ventured into sales ofagrochemicals/pesticides. As a pilot project during kharif 2010 we took uptrading of agrochemicals in the state of Punjab and Haryana and based on ourKharif 2010 experience we have ventured into trading through state/Government agencies like Hafed, markfed and Hindustan Insecticides Limitedin our total marketing territory.UNITS 10
  11. 11. NANGALNationalFertilizersLimited,Naya Nangal,Punjab-140126Nangal is situated at a distance of 100 kms from Chandigarh – the joint capitalof Punjab and Haryana. It has a township at a stone‟s throw from a fertilizerunit often referred to as Nangal Unit of National Fertilizers Limited. Places ofreligious importance like Shri Anandpur Sahib, Mata Naina Devi Shrine, ShriBhabour Sahib lie within 20 kms radius of Naya Nangal. Places of touristattraction like Manali and Dharamshala in Himachal Pradesh can also be visiteden-route a trip to Naya Nangal. A rail head connection to „Nangal Dam‟ stationis on the electrified track with two daily trains to national capital Delhi.Soon after independence of our country the need to develop the infrastructurein the country was hard felt. As a result of the motivation by the policy makers 11
  12. 12. of the nation at that time, sites and locations were shortlisted on priority basisfor hydro projects, core sector industry, researchand development, defence establishments etc. In an endeavour towards this, asmall village nestled in the midst of Shivalik Hills on the banks of the riverSutlej was considered to be an ideal location for a Hydro power project. Thisidea mooted by a foreigner and proposed to the then Prime Minister gave birthto Bhakra Dam – often referred to as one of the „temples of modern India‟. Theartificial lake created upstream of the dam christened „Gobind Sagar‟ is stillconsidered as the biggest man-made lake in the world. With the coming up ofBhakra Dam and surplus power available from the hydel project, Govt. of Indiadecided to set up Fertilizer Factory at Naya Nangal, which went on stream in1961.SALIENT FEATURES OF NANGAL UNITInstalled 478500 MTPACapacity:CapitalInvestment: 229.19 CroresCommencement November 1, 1978of Production:ProcessAmmonia: Shell Gasification of Fuel Oil / LSHS Mitsu Toatsu Total recycle C Improved for PT and BT andUrea: Technimont Total Recycle Process for NRaw material: Coal , Fuel-oil/LSHS, Power, Water 12
  13. 13. PANIPAT 13
  14. 14. NationalFertilizersLimited,GohanaRoad,Panipat,Haryana-132106,Panipat, a district head-quarter is situated on National Highway No.1 at adistance 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 oldname was Paniprastha. Panipat has witnessed three historic battles in thePast which changed face of India. The first battle (21st April 1526) wasbetween the Mughal chief Babar, then ruler of Kabul, and Sultan Ibrahim Lodiof Delhi. Ibrahim was killed, and his army was defeated. This marked thebeginning of the Mughal Empire in India. The second battle (20th January1556) ended in a victory for Bayram Khan, the guardian of the young Mughalemperor Akbar, over Hemu. The third battle (14th January 1761) ended theMaratha 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 chiefAhmad Shah. 14
  15. 15. SALIENT FEATURES OF PANIPAT UNITInstalled 511500 MTPACapacity:CapitalInvestment: 338.27 CroresCommencement September 1, 1979of Production:ProcessAmmonia: Shell Gasification of Fuel Oil / LSHS Mitsu Toatsu Total recycle C Improved for PT and BT andUrea: Technimont Total Recycle Process for NL TRaw material: Coal , Fuel-oil/LSHS, Power, WaterCaptive Power 2 x 15 MWPlant : 15
  16. 16. BATHINDA 16
  17. 17. NationalFertilizersLimited,SibianRoad,Bathinda,PunjabBathinda district in Punjab is one of the oldest and ninth largest district ofPunjab situated in the heart of Malwa region. It is said that Bhatinda was buildby rulers of Punjab Bhatti Rao in 6th century AD and then the city was calledby the name of Bhatti Vinda after their surname and now it is called asBathinda. The district has three sub divisions - Bathinda, Rampura Phul, andTalwandi Sabo. Bathinda is also known as "The city of Lakes" for its fiveartificial lakes in the city. The district is bounded by Sirsa and Fatehabad ofHaryana State in the South, Sangrur and Mansa district in the East, Faridkot inthe North and Muktsar on the West. Bathinda is well known for cotton andagricultural production, also boasting a rapid development in industrialisationwith thermal power plants Guru Nanak Dev Thermal Plant and Guru HargobindThermal Plant, Fertilizer Unit National Fertilizers Limited and a large oil refineryand these give boost to the citys economic growth. Bathinda railway station isone of the biggest rail junctions in India. The Sirhind canal from which theminor branch canal, Bathinda branch and Kotla branch canal take off solvesthe irrigation purpose of Bathinda District. The neighbouring districts ofBathinda are Ludhiana (136km), Faridkot (63km), Chandigarh (210km),Ferozpur (103km) and Delhi (370km).SALIENT FEATURES OF BATHINDA UNITInstalled 511500 MTPACapacity:Capital 347.41 Crores 17
  18. 18. Investment:Commencement October 1, 1979of Production:ProcessAmmonia: Shell Gasification of Fuel Oil / LSHS Mitsu Toatsu Total recycle C Improved for PT and BT andUrea: Technimont Total Recycle Process for NRaw material: Coal , Fuel-oil/LSHS, Power, WaterCaptive Power 2 x 15 MWPlant: 18
  19. 19. VIJAIPUR - I & II 19
  20. 20. NationalFertilizersLimitedVijaipur,Distt.Guna,MadhyaPradesh-473111Vijaipur is situated on the Agra- Mumbai highway (NH 3). The nearest RailwayStation 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 35Kms from Vijaipur whereas other important places like Bhopal, Gwalior, Indoreare 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 NationalFertilizers Limited. With the commencement of commercial production of theExpansion project the gas based unit at Vijaipur now comprises of two 1520ton per day (tpd) Ammonia streams and four 1310 tpd Urea streams andrelated off-site facilities. The gas is being received from the HBJ gas pipe linebeing operated by M/s Gas Authority of India Ltd (GAIL) another governmentof India undertakingSALIENT FEATURES OF VIJAIPUR UNIT – IInstalled 864600 MTPACapacity:CapitalInvestment: 516.00 CroresCommencement November 1, 1988of Production:ProcessAmmonia: Steam reforming of NG / NapthaUrea: Ammonia Stripping 20
  21. 21. Raw material: NG / Naptha, Power, WaterCaptive Power 3 x 17 MWPlant:SALIENT FEATURES OF VIJAIPUR UNIT – IIInstalled 864600 MTPACapacity:CapitalInvestment: 1071.00 CroresCommencement March 31,1997of Production:ProcessAmmonia: Steam reforming of NG / NapthaUrea: Ammonia StrippingRaw material: NG / Naptha, Power, Water 21
  22. 22. 22
  23. 23. HUMAN RESOURCE 23
  24. 24. The Corner stone of NFLs meritorious track record is its human resource. AtNFL, we firmly believe that our employees are our most valued resources.NFL has always been a forerunner in the fertilizer sector and this has beenmade possible through the companys thrust on human resourcesdevelopment.NFL offers a host of exciting career/opportunity to dynamic/young/qualifiedindividuals in Production/Maintenance/Marketing/Finance and HumanRelations. NFL has three induction levels Management Trainees/Technicians &Operator Apprentices & Commercial Apprentices. Developmental and functionalprograms based on training needs, as judged in the area of updation oftechnical supervisory and managerial skills alongwith specialized requirementsfrom time to time.The services which have been developed in the area of Training andDevelopment within the organization are readily available to otherorganizations within the laid policies and procedures of the Company.Caring OrganizationThe Companys concern for its employees is reflected through its efforts in thearea of health, safely and welfare of its employees. NFL not only meets thestatutory obligations, but has undertaken numerous voluntary measuresbeyond the statutory requirements. The Company has well equipped hospitals,canteens recreation clubs, housing facilities, schools and safe workingenvironment. The onus of NFLs high production levels lies on harmonious andcordial industrial relations at all its manufacturing Units. The Company has notlost even a single manday on this account.To cater to the needs of training and development, NFL has a well defined andwell designed training plan. Major activities undertaken by HRD are: 24
  25. 25. Recruitment and Training of Trainees at various levels viz. officers, supervisorsand workers.Organizing of developmental and functional programs based on training needs,as judged in the area of updation of technical, supervisory and managerialskills longwith specialized requirements from time to time.Imparting of training to people from other organisations within India andabroad.Formulate policies regarding manpower deployment on hire to otherorganisations within India and abroad.The services which have been developed in the area of Training andDevelopment within the organisation are readily available to otherorganisations within the laid policies and procedures of the Company.MANPOWER STATUS AS ON 31-03-2012 TotalUnit Name Executives Non-Executives EmployeesNangal 1444 366 1078Bathinda 820 340 480Panipat 816 367 449Vijaipur 825 414 411CMO 444 316 128C.O 165 138 27Total 4514 1941 2573Percentage 43 57 25
  26. 26. MEANING OF HUMAN RESOURCE MANAGEMENTHuman resource management is a planning, organizing, directing, andcontrolling 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 andorganizations together so that the goal of each are met. It is that part ofmanagement process which is concern with the management of humanresources is an organization. It tries to secure the best from people by winningtheir whole hearted cooperation.Human resource management may be defined as the art of procuring,developing and maintaining competent workforce to achieve organizationalgoal efficiently. 26
  27. 27. 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 27
  28. 28. rotated on various jobs so that they gain experience and exposure.Every attempts made to use their talents fully in the service oforganizational goals.Integrating mechanism:HRM tries to built and maintain cordial relations between peopleworking in various level in the organization. In short it tries tointegrate human assets in the best possible manner in the serviceof an organization.Comprehensive function:HRM is to some extent, concerned with any organizational decisionwhich has an impact on the workforce or the potential workforce.Interdisciplinary function:HRM is an multi-disciplinary activity, utilizing knowledge and inputsdrawn 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 suchsoft discipline.Continuous function:HRM is not a one shot deal. It can not be practiced only one houreach day or one day a week. It requires a constant alertness andawareness of human relations and their importance in everydayoperations.OBJECTIVES OF HUMAN RESOURCE MANAGEMENT 28
  29. 29. To help the organization reaches its goal :HR department like other department in an organization exists toachieve the goal of the organization first and if it does not meetthis 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 strengthsproductive and to benefit customers, stockholder and employees.To provides the organization with well trained and wellmotivated employees:HRM requires that employees be motivated to exert theirmaximum effort, that their performance be evaluated properly forresult that may be remunerated on the basis of their contributionsto the organization.To increase to the fullest the employee’s job satisfactionand self actualization:It tries to promote and stimulates every employee to realize hispotential. To this end suitable programmes have to be designedaimed 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, personaland social, situation. Without improvement in the quality of worklife, it is difficult to improve organizational performance.To communicate HR policies to ALL employees: 29
  30. 30. It is the responsibility of the HRM to communicate in the fullestpossible sense; tapping idea, opinions and feelings of thecustomers, non customers, regulators and other external public aswell as understanding the view of internal human resources.SCOPE OF HUMAN RESOURCE MANAGEMENTThe scope of HRM is indeed vast. All major activity in the workinglife of a worker – from the time of his or her entry into theorganization until he or she leaves- comes under the purview ofthe HRM. Specifically. The activities included are-HR planning , jobanalysis and design, recruitment and selection, orientation andplacement, training and development,Performance appraisal and job evaluation, employee and executiveremuneration, motivation and communication, welfare, safety andhealth, industrial relations(IR) and the like . For the sake ofconvenience, we can summarize them as follows:Procurement:Procurement includes recruitment and selection of right kind ofpersonnel to occupy the various posts in the organization. Itincludes: i. Determination of the manpower requirement ii. Job analysis iii. Nature and scope of recruitment iv. Employees selection v. Placement of employeesTraining and development :Training and development is a must to prepare the worker made toinvolve the employees in the actual management situations.Employees‟ participation in committees and board meetings mayalso contribute toward their development 30
  31. 31. 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 MANAGEMENTThe main functions of Human resource Management are; 31
  32. 32.  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 Relations1. Job Design (JD)JD can be defined as the function of arranging tasks duties and responsibilitiesin to an organizational unit of work for the purpose of accomplishing a certainobjective.Techniques of JDScientific Techniques: This is done by observing past performances. 32
  33. 33. Job Enlargement: Adding more duties to a job that is related to the currentduties 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 andresponsibility for planningGroup Technique: The job ids designed so that a group of individuals canperform it, the job being a collective job.2.Job AnalysisThis includes the systematic analysis of the job and the characteristics of thedesired job holders. The information collected through a Job Analysis is of twoforms;Job Description: Describes the job, its tasks, responsibilities and serviceconditions 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) 33
  34. 34. HRP can be identifies as the strategy forecasting the organizations futurerequirements for different types of workers, their acquisitions, utilization,improvement, employee cost control, retention and supply to meet theseneeds.The HR Planning Process HRM Planing ProcessFactors considered when forecasting future HR requirements. Demand for the organization‟s good/services Plans goals and objectives Method of productions Retirement, transfers, resignations Death Retrenchments4.RecruitmentThis is the initial attraction and screening of the supply of prospective HumanResources available to fill a given position/s. 34
  35. 35. In other words, it is the process of involving the attraction of suitablecandidates to vacant positions from both internal and external sources of theorganization.Eg:INTERNAL EXTERNALJob posting AdvertisingIntranet Job Placement AgenciesSuccession plans Internet Placement through CollegesReferrals and Universities5.SelectionThis is a systematic process of selecting the most appropriate and suitableperson to a particular job. In other words, Selection is choosing an individualto hire from all those who have been recruited/ attracted.Methods of SelectionApplication Evaluation: This involves choosing the most appropriate personthrough evaluating the applications sent by the candidatesInterviews: 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 carefulplanning. 35
  36. 36. Eg: One on one interviews, Panel interviews, Sequence interviewsTests: this is meaning the candidates for qualities relevant to performingavailable jobs.Eg: Knowledge Tests, Aptitude Tests, Practical Tests, IQ Tests.Background Investigations: this is assessing the appropriateness of anapplicant by investigating into his/her family, financial positions, ResidentialBackground, criminal background etc.Medical Tests: this involves assessing the applicant‟s physical fitness forparticular jobs.6.HiringThis is the process of appointing the person selected for a particular job. Inthis process, letters of appointments will be prepared, employment contractswill be signed and the new employee will be sent in for a probationary period.(Probationary period: the time period where the newly appointed employee willhave to work till he/she is made permanent)7.InductionThis is concerned with introducing an employee to the company, job and staffin a systematic way. There are two components of induction, 36
  37. 37.  Introducing the employee to the organization and the organization‟s culture. Introducing the employee to his/her job8.Performance EvaluationThis is a regular systematic assessment of an employee‟s performance in orderto review whether his/her performance matches the expected performancelevels. Performance evaluations are an analysis of an employee””s recentsuccesses and failures, personal strengths and weaknesses, and suitability forpromotion or further training. It is also the judgment of an employee””sperformance in a job based on considerations other than productivity alone.9.Compensation ManagementThe main objective of the function is to develop and maintain a good salariedand 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 productivity10.Training and DevelopmentTraining is the process by which the employees are taught skills and given thenecessary knowledge to carry out their responsibilities to the required 37
  38. 38. standard. In other words, it is the improvement of the performance to carryout the current job.Development is concerned with the giving the individual necessary knowledge,skills, attitude and experience to enable an employee to undertake greater andmore demanding roles and responsibilities in the future. Development isconcerned 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 studies11.Employee MovementsThe 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
  39. 39. 12.Welfare AdministrationThis refers to all the facilities and comforts given to the employee by theemployer apart from wages, salaries and incentives. Medical facilities Canteen facilities Housing facilities Transport facilities Recreation facilities Loan facilities Educational facilities13.Health and safety AdministrationThis is concerned with maintaining required and reasonable levels ofprofessional Health and safety in the job and its environment. The organizationshould ensure the employees physical and mental health. The work placeshould be free of hazards.14.Discipline AdministrationIt is important to control the performance and behavior of the employeesaccording to the rules and regulations of the organization. For this very reasonit is important to develop, implement and maintain an appropriate disciplinarysystem.Importance of a discipline administration: To reduce conflicts and confusions To control the employees in an orderly manner 39
  40. 40.  To ensure employees behavior in accordance with performance standards, rules and regulations of the organization.15.Grievance HandlingA grievance can be identified as a situation where the employee is in metaldistress, dissatisfies or has a bad attitude, due to a work related unreasonableor 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 reasons16.Labour RelationsThe continues relationship between the labour force and the management.Since labour forces are organized as Trade Unions, it is actually a relationshipbetween Trade union representative and the management. However theGovernment is also an involved as a third party in order to regulate thisrelationship 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, themost common way of dispute resolution is through negotiations or Collective 40
  41. 41. Bargaining and when the two parties reach to an agreement it‟s known asCollective Agreement.Collective Bargaining: this can be identified as the negotiation that takesplace between the management and the Trade unions during a particular timeperiod regarding labour/Industrial issues.Collective Agreement: The agreements which the management and theTrade unions get into after a collective Bargain.JOB SATISFACTIONJob satisfaction describes how happy an individual is with his or her job. Thehappierpeople are within their job, the more satisfied they are said to be. Logic woulddictate thatthe most satisfied (“happy”) workers should be the best performers and viceversa. This is called the "happy worker" hypothesis.[1] However, this hypothesis is not wellsupported, asjob satisfaction is not the same asmotivation or aptitude, although they maybe clearly 41
  42. 42. linked. A primary influence on job satisfaction is the application of Jobdesign,which aimsto enhance job satisfaction and performance using methods such as jobrotation, job enlargement, job enrichment and job re-engineering. Other influences onsatisfaction include management styles and culture, employee involvement,empowerment, andautonomous work position.Job satisfaction is a very important attribute and is frequently measured byorganizations.The most common technique for measurement is the use of rating scaleswhereemployees report their thoughts and reactions to their jobs. Questions canrelate to ratesof pay, work responsibilities, variety of tasks, promotional opportunities, thework itself,and co-workers. Some examinations present yes-or-no questions while othersask to rate satisfaction using a 1-to-5 scale, where 1 represents "not at all satisfied" and5 represents"extremely satisfied."MODELS OF JOB SATISFACTION1.Affect TheoryEdwin A. Lockes Range of Affect Theory (1976) is arguably the most famousjob satisfaction model. The main premises of this theory is that satisfaction isdetermined by a discrepancy between what one wants in a job and what one 42
  43. 43. has in a job. Further, the theory states that how much one values a given facetof work (e.e. the degree of autonomy in a position) moderates howsatisfied/dissatisfied one becomes when expectations are/are not met. When aperson values a particular facet of a job, his satisfaction is more greatlyimpacted both positively (when expectations are met) and negatively (whenexpectations are not met), compared to one who does not value that facet. Toillustrate, if Employee A values autonomy in the workplace and Employee B isindifferent about autonomy, then Employee A would be more satisfied in aposition that offers a high degree of autonomy compared to Employee B. thistheory also states that too much of a particular facet will produces strongerfeelings of dissatisfaction the more a worker values that facet.2.Dispositional TheoryAnother well known job satisfaction theory is the Dispositional Theory. It is avery general theory that suggests that people have innate dispositions thatcause them to have tendencies toward a certain level of satisfaction,regardless of one‟s job. This approach became a notable explanation of jobsatisfaction in light evidence that job satisfaction tends to be stable over timeand across careers and jobs. Research also indicates that identical twins havesimilar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theorywas the core Self-evaluations Model, proposed by Timorthy A. Judge in 1998.Judge argued that there are four Core Self-evaluations that determine one‟sdisposition towards job satisfaction: self-esteem, general self-efficacy, locus ofcontrol, 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‟sown competence) lead to higher work satisfaction. Having an internal locus ofcontrol (believing one has control over her/his own life, as opposed to outside 43
  44. 44. forces having control) leads to higher job satisfaction. Finally, lower levels ofneuroticism lead to higher job satisfaction.3.Two – Factor Theory (Motivation – Hygiene Theory) Fredrick Herzberg‟s Two factor theory (also known as Motivator HygieneTheory) attempts to explain satisfaction and motivation in the workplace. Thistheory states that satisfaction and dissatisfaction are driven by different factorsmotivation and hygiene factors, respectively. Motivating factors are thoseaspects of the job that make people want o perform, and provide people withsatisfaction. These motivating factors are considered to be intrinsic to the job,or the work carried out. Motivating factors include aspects of the workingenvironment such as pay, company policies, supervisory practices, and otherworking conditions. While Herzberg‟s model has stimulated much research, researchers havebeen unable to reliably empirically prove the model, with Hackman & Oldhamsuggesting that Herzberg‟s original formulation of the model may have been amethodological artifact. Furthermore, the theory does not consider individualdifferences, conversely predicting all employees will react in an identicalmanner to changes in motivating/hygiene factors. Finally, the model has beencriticised in that it does not specify how motivating/hygiene factors are to bemeasured.MEASURING JOB SATISFACTIONThere are many methods for measuring job satisfaction. By far, the mostcommon method for collecting data regarding job satisfaction is the Likertscale (named after Rensis Likert). Other less common methods of for gauging 44
  45. 45. job satisfaction include: Yes/No questions, True/False questions, pointsystems, checklists, and forced choice answers. This data are sometimescollected using an Enterprise Feedback Management (EFM) system.JOB DESCRIPTIVE INDEXThe Job Descriptive Index (JDI), is a specific questionnaire of job satisfactionthat has been widely used. It measures one‟s satisfaction in five facets: pay,promotions and promotion opportunities, coworkers, supervision, and the workitself. The scale is simple, participants answer either yes, no, or can‟t decide(indicated by „?‟) in response to whether given statements accurately describeone‟s job.A related scale is the Job in general index, which asks employees howsatisfying their job is in a broad overall sense. In certain situations, it can bemore useful than the JDI because rather than focusing on individual facets, itasks about work satisfaction in general.MINNESOTA SATISFACTION QUESTIONNAIREThe Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey(JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facetsand has a long form with 100 questions (five items from each facet) and ashort form with 20 questions (one item from each facet). The JSS is a 36 itemquestionnaire that measures nine facets of job satisfaction. Finally, the FacesScale of job satisfaction, one of the first scales used widely, measured overalljob satisfaction with just one item which participants respond to by choosing aface. 45
  46. 46. FACTORS THAT INFLUENCE JOB SATISFACTIONEnvironmental factors1.Communication overload and communication underloadOne of the most important aspects of an individual‟s work in a modernorganization concerns the management of communication demands that he orshe encounters on the job. Demands can be characterized as a communicationload, which refers to “the rate and complexity of communication inputs anindividual must process in a particular time frame.” Individuals in anorganization can experience communication over-load and communicationunder- load which can affect their level of job satisfaction. Communicationoverload can occur when “an individual receives too many messages in a shortperiod of time which can result in unprocessed information or when anindividual faces more complex messages that are more difficult to process.”Due to this process, “given an individual‟s style of work and motivation tocomplete a task, when more inputs exist than outputs, the individual perceivesa condition of overload which can be positively or negatively related to jobsatisfaction. In comparison, communication under load can occur whenmessages or inputs are sent below the individual‟s ability to processthem.” According to the ideas of communication over-load and under-load, ifan individual does not receive enough input on the job or is unsuccessful in 46
  47. 47. processing these inputs, the individual is more likely to become dissatisfied,aggravated, and unhappy with their work which leads to a low level of jobsatisfaction.2.Superior-subordinate communicationSuperior-subordinate communication is an important influence on jobsatisfaction in the workplace. The way in which subordinates perceive asupervisors behavior can positively or negatively influence job satisfaction.Communication behavior such as facial expression, eye contact, vocalexpression, and body movement is crucial to the superior-subordinaterelationship . Nonverbal messages play a central role in interpersonalinteractions with respect to impression formation, deception, attraction, socialinfluence, and emotional. Nonverbal immediacy from the supervisor helps toincrease interpersonal involvement with their subordinates impacting jobsatisfaction. The manner in which supervisors communicate with theirsubordinates non-verbally may be more important than the verbal content .Individuals who dislike and think negatively about their supervisor are lesswilling to communicate or have motivation to work whereas individuals wholike and think positively of their supervisor are more likely to communicate andare satisfied with their job and work environment. A supervisor who usesnonverbal immediacy, friendliness, and open communication lines is morelikely to receive positive feedback and high job satisfaction from a subordinate.Conversely, a supervisor who is antisocial, unfriendly, and unwilling to 47
  48. 48. communicate will naturally receive negative feedback and create low jobsatisfaction in their subordinates in the workplace.Individual factors1.EmotionMood and emotions form the affective element of job satisfaction. Moods tendto be longer lasting but often weaker states of uncertain origin, while emotionsare often more intense, short-lived and have a clear object or cause.Some research suggests moods are related to overall job satisfaction. Positiveand negative emotions were also found to be significantly related to overall jobsatisfaction.Frequency of experiencing net positive emotion will be a better predictor ofoverall job satisfaction than will intensity of positive emotion when it isexperienced.[23]Emotion work (or emotion management) refers to various types of efforts tomanage emotional states and displays. Emotion management includes all ofthe conscious and unconscious efforts to increase, maintain, or decrease oneor more components of an emotion. Although early studies of theconsequences of emotional work emphasized its harmful effects on workers,studies of workers in a variety of occupations suggest that the consequences ofemotional work are not uniformly negative.It was found that suppression of unpleasant emotions decreases jobsatisfaction and the amplification of pleasant emotions increases jobsatisfaction.] 48
  49. 49. The understanding of how emotion regulation relates to job satisfactionconcerns 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.GeneticsIt has been well documented that genetics influence a variety of individualdifferences. Some research suggests genetics also play a role in the intrinsic,direct experiences of job satisfaction like challenge or achievement (asopposed to extrinsic, environmental factors like working conditions). Oneexperiment used sets of monozygotic twins, reared apart, to test for theexistence of genetic influence on job satisfaction. While the results indicate themajority of the variance in job satisfaction was due to environmental factors(70%), genetic influence is still a minor factor. Genetic heritability was also 49
  50. 50. suggested for several of the job characteristics measured in the experiment,such as complexity level, motor skill requirements, and physical demands.3.PersonalitySome research suggests an association between personality and jobsatisfaction. Specifically, this research describes the role ofnegativeaffectivity and positive affectivity. Negative affectivity is related strongly to thepersonality trait of neuroticism. Individuals high in negative affectivity aremore prone to experience less job satisfaction. Positive affectivity is relatedstrongly to the personality trait ofextraversion. Those high in positiveaffectivity are more prone to be satisfied in most dimensions of their life,including their job. Differences in affectivity likely impact how individuals willperceive objective job circumstances like pay and working conditions, thusaffecting their satisfaction in that job.ANALYSIS AND INTERPRETATION OF DATAThe data after collection is to be processed and analyzed in accordance withthe outline and down for the purpose at the time of developing research plan.Technically speaking, processing implies editing, coding, classification andtabulation of collected data so that they are amenable to analysis. The termanalysis refers to the computation of certain measures along with searching forpattern groups. Thus in the process of analysis, relationship or difference 50
  51. 51. should be subjected to statistical tests of significance to determine with whatvalidity data can be said to indicate any conclusions.The analysis of data in a general way involves a number of closely relatedoperations, which are performed with the purpose of summarizing the collecteddata and organizing them in such a manner that they answer the researchquestions.Question no.1Need for further improvement in the performance at work. Frequency Percentage(in %)Strongly agree (1) 8 20Agree(2) 29 72Can‟t say(3) 1 2Disagree(4) 1 3Strongly disagree(5) 1 3Total 40 100 51
  52. 52. 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 therespondents strongly agree that there is the need for further improvement inthe performance at work and 72% agree with that and 2% replied with can‟tsay and 3% disagree with improvement and 3% are strongly against thestatement.Question no.2Infrastructure provided by NFL is as per the requirements. Frequency Percentage(in %)Strongly agree (1) 6 15Agree(2) 26 65Can‟t say(3) 4 10 52
  53. 53. Disagree(4) 3 7Strongly disagree(5) 1 3Total 40 100 1 2 3 4 5 3% 7% 15% 10% 65%Interpretation:From the above table and pie chart it is clearly evident that 15% of therespondents strongly agree that the infrastructure provided by nfl is as per therequirements 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.3There is a complete match between the skills and competence and the jobassigned to the employees. frequency Percentage(in %)Strongly agree (1) 3 7Agree(2) 12 30Can‟t say(3) 7 18Disagree(4) 16 40 53
  54. 54. Strongly disagree(5) 12 5Total 40 100 1 2 3 4 5 5% 7% 30% 40% 18%Interpretation:From the above table and pie chart it is clearly evident that 7% of therespondents strongly agree with the statement that there is a complete matchbetween there skills and job assigned to them and 30% agree with that and18% replied with can‟t say and 40% disagree with statement and 5% arestrongly against the statement.Question no.4Time schedule is well designed. frequency Percentage(in %)Strongly agree (1) 9 22Agree(2) 21 53Can‟t say(3) 4 10 54
  55. 55. Disagree(4) 6 15Strongly disagree(5) 0 0Total 40 100 1 2 3 4 5 0% 15% 22% 10% 53%Interpretation:From the above table and pie chart it is clearly evident that 22% of therespondents strongly agree that time schedule is well designed and 53% agreewith that and 10% replied with can‟t say and 15% disagree with time scheduleand 0% are strongly against the statement.Question no.5Top management supports the employees in taking correct decisions. 55
  56. 56. frequency Percentage(in %)Strongly agree (1) 8 20Agree(2) 23 57Can‟t say(3) 7 17Disagree(4) 1 3Strongly disagree(5) 1 3Total 40 100 1 2 3 4 5 3% 3% 20% 17% 57%Interpretation:From the above table and pie chart it is clearly evident that 20% of therespondents strongly agree that top management supports the employees intaking correct decisions and 57% agree with that and 17% replied with can‟tsay and 3% disagree with that statement and 3% are strongly against thestatement.Question no.6There is a sense of mutual trust and cooperation among the subordinates andthe superiors. frequency Percentage(in %)Strongly agree (1) 5 12Agree(2) 25 62Can‟t say(3) 7 18 56
  57. 57. Disagree(4) 3 8Strongly disagree(5) 0 0Total 40 100 1 2 3 4 5 0% 8% 12% 18% 62%Interpretation:From the above table and pie chart it is clearly evident that 12% of therespondents strongly agree that there is mutual trust and cooperation amongemployees and 62% agree with that and 18% replied with can‟t say and 8%disagree and 0% are strongly against the statement.Question no.7Peers sometimes creates conflict in the surroundings. frequency Percentage(in %)Strongly agree (1) 2 5Agree(2) 13 32Can‟t say(3) 9 23Disagree(4) 14 35 57
  58. 58. Strongly disagree(5) 2 5Total 40 100 1 2 3 4 5 5% 5% 35% 32% 23%Interpretation:From the above table and pie chart it is clearly evident that 5% of therespondents strongly agree that peers sometimes creates conflicts in thesurroundings and 32% agree with that and 23% replied with can‟t say and35% disagree with this statement and 5% are strongly against the statement.Question no.8Spirit of teamwork among employees. frequency Percentage(in %)Strongly agree (1) 5 12Agree(2) 20 50Can‟t say(3) 4 10Disagree(4) 10 25 58
  59. 59. Strongly disagree(5) 1 3Total 40 100 1 2 3 4 5 3% 12% 25% 10% 50%Interpretation:From the above table and pie chart it is clearly evident that 12% of therespondents strongly agree that spirit of team work among employees and50% agree with that and 10% replied with can‟t say and 25% disagreestatement and 3% are strongly against the statement.Question no.9Personnel policies of the organisation facilitate employee development. frequency Percentage(in %)Strongly agree (1) 2 10Agree(2) 19 70Can‟t say(3) 8 12 59
  60. 60. Disagree(4) 10 8Strongly disagree(5) 1 0Total 40 100 1 2 3 4 5 3% 5% 25% 47% 20%Interpretation:From the above table and pie chart it is clearly evident that 10% of therespondents strongly agree that personal policies facilitate the employeesdevelopment 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.10Organization promotes healthy competition amongst employees. frequency Percentage(in %)Strongly agree (1) 3 7Agree(2) 13 32 60
  61. 61. Can‟t say(3) 9 23Disagree(4) 12 30Strongly disagree(5) 3 8Total 40 100 1 2 3 4 5 8% 7% 30% 32% 23%Interpretation:From the above table and pie chart it is clearly evident that 7% of therespondents strongly agree that organization promotes healthy competitionamongst employees and 32% agree with that and 23% replied with can‟t sayand 30% disagree with the statement and 8% are strongly against thestatement.Question no.11Employees are paid as per the skills and competence. frequency Percentage(in %)Strongly agree (1) 5 12 61
  62. 62. Agree(2) 10 25Can‟t say(3) 4 10Disagree(4) 17 43Strongly disagree(5) 4 10Total 40 100 1 2 3 4 5 10% 12% 25% 43% 10%Interpretation:From the above table and pie chart it is clearly evident that 12% of therespondents strongly agree that employees are paid as per there skills andcompetence and 25% agree with that and 10% replied with can‟t say and43% disagree with the above statement and 10% are strongly against thestatement.Question no.12Training and development programs are required. frequency Percentage(in %) 62
  63. 63. Strongly agree (1) 17 42Agree(2) 22 55Can‟t say(3) 0 0Disagree(4) 1 3Strongly disagree(5) 0 0Total 40 100 1 2 3 4 5 0% 3% 0% 42% 55%Interpretation:From the above table and pie chart it is clearly evident that 42% of therespondents strongly agree that training and development programs arerequired and 55% agree with that and 0% replied with can‟t say and 3%disagree and 0% are strongly against the statement.Question no.13Feeling of physical and mental fatigue due to excessive workload. Frequency Percentage(in %) 63
  64. 64. Strongly agree (1) 5 12Agree(2) 11 28Can‟t say(3) 6 15Disagree(4) 16 40Strongly disagree(5) 2 5Total 40 100 1 2 3 4 5 5% 12% 40% 28% 15%Interpretation:From the above table and pie chart it is clearly evident that 12% of therespondents strongly agree that there is the feeling of physical and mentalfatigue due to excessive workload and 28% agree with that and 15% repliedwith can‟t say and 40% disagree with the above statement and 5% arestrongly against the statement.Question no.14Amount of work given is reasonable with time. frequency Percentage(in %) 64
  65. 65. Strongly agree (1) 7 17Agree(2) 25 62Can‟t say(3) 0 0Disagree(4) 7 18Strongly disagree(5) 1 3Total 40 100 1 2 3 4 5 3% 18% 17% 0% 62%Interpretation:From the above table and pie chart it is clearly evident that 17% of therespondents strongly agree that amount of work given is reasonable with timeand 62% agree with that and 0% replied with can‟t say and 18% disagree withtime and 3% are strongly against the statement.Question no.15Equal devotion towards personal life. Frequency Percentage(in %) 65
  66. 66. Strongly agree (1) 8 20Agree(2) 18 45Can‟t say(3) 4 10Disagree(4) 10 25Strongly disagree(5) 0 0Total 40 100 1 2 3 4 5 0% 20% 25% 10% 45%Interpretation:From the above table and pie chart it is clearly evident that 20% of therespondents strongly agree that they devote equal towards their personal lifeand 45% agree with that and 10% replied with can‟t say and 25% disagreewith equal devotion and 0% are strongly against the statement.Question no.16Benefits received are comparable to those offered by other organizations. frequency Percentage(in %) 66
  67. 67. Strongly agree (1) 6 15Agree(2) 16 40Can‟t say(3) 9 22Disagree(4) 6 15Strongly disagree(5) 3 8Total 40 100 1 2 3 4 5 8% 15% 15% 22% 40%Interpretation:From the above table and pie chart it is clearly evident that 15% of therespondents strongly agree that benefits received are comparable to otherorganizations and 40% agree with that and 22% replied with can‟t say and15% disagree with above statement and 8% are strongly against thestatement.JOB SATISFACTION QUESTIONNAIE1. Educational Qualification: 3. Nature of job : 67
  68. 68. 2. Designation : 4. Years of experience :Kindly put a tick ( ) mark on the only answer from various alternatives givenbelow : 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. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree 3. There is a complete match between the skills and competence and the job assigned to the employees. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree 4. Time schedule is well designed. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree 5. Top management supports the employees in taking correct decisions. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree 68
  69. 69. 6. There is a sense of mutual trust and cooperation among the subordinates and the superiors. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree 7. Peers sometimes creates conflict in the surroundings. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree 8. Spirit of teamwork among employees. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree 9. Personnel policies of the organisation facilitate employee development. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree10. Organization promotes healthy competition amongst employees. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree11. Employees are paid as per the skills and competence. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree 69
  70. 70. 12. Training and development programs are required. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree13. Feeling of physical and mental fatigue due to excessive workload. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree14. Amount of work given is reasonable with time. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree15. Equal devotion towards personal life. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree16. Benefits received are comparable to those offered by other organizations. a. Strongly agree b. agree c. can‟t say d. disagree e. strongly disagree 70
  71. 71. 71

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