Resource management in neyveli lignite corporation limited [www.writekraft.com]

Writekraft Research & Publications LLP
(All Rights Reserved)
HUMAN
RESOURCE
MANAGEMENT IN
NEYVELI LIGNITE
CORPORATION
LIMITED
(Regd. No. AAI-1261)
Corporate Office: 67, UGF, Ganges Nagar (SRGP), 365 Hairis Ganj, Tatmill Chauraha, Kanpur,
208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084
Email: info@writekraft.com
Web: www.writekraft.com

INTRODUCTION
In the present era of competitiveness survival becomes complicated.
Organisations have to continuously have a watch on the external environment. There
are various changes that are taking place in the environment. For example, technology
changes are happening at very frequent intervals. The competition and its level
changes frequently. Legislations and policies of the Government are changing. The
work force and their perceptions are continuously changing. The society has certain
demands on the organisations. If an organisation is not attentive to these changes, it
may become obsolete. But the most important of all is the labour force that is working
for the organisation. The work force in the organisation is the one that takes the
organisation to greater heights if directed properly. If not handled properly, it may
prove detrimental to the organisation. The organisation is dependent on the resources
like capital, machinery and men. Here, even though the other resources are available,
unless the men i.e., people dimension is well directed, the organisation cannot taste
success. However, the truth is that resources are scarce. The skilled labour force is also
scarce. Hence the success of the organisation lies in the selection of the labour and
deployment of the same in the appropriate time and place.
1.1 IMPORTANCE OF PEOPLE
Traditionally, there was less importance in the management for the people
208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084

dimension. But when time went by, the owners of the organisations started realising the
208004
Phone: 0512-2328181
Mobile: 7753818181, 9838033084

importance of management of men, the concept which emerged as "Human Resource
Management", the fever started spreading amongst the industry. Now-a- days, HR
professionals are at a demand. The captains of the organisations want to not only achieve
higher profitability but also wish to be a good employer. For that, they hire the HR
professionals who will advise and assist them in the process of identifying the best talent
and also install systems to retain them. The software industries have good scope for the
HR professionals because there is a continuous requirement of skilled professionals in the
projects where specific skill sets are required and the HR professionals continuously
identify these skill sets in people and attract them to their organisation by offering an
attractive pay packet. It is also important to note that the attrition rate in these companies
are very high and hence it calls for a continuous search for the required talents. It has also
brought in an increase in the number of employment opportunities. These professionals
are paid very high pay packet in order to attract and retain them in these industries. The
HR Manager plays a vital role in the employment and induction of these professionals.
1.2 EMPLOYEE MOTIVATION
Organisations provide various facilities to their employees ranging from their
transportation from their residence to office, providing coffee, lunch, snacks, uniforms,
gifts during special occasions etc., These motivate the employees to work for the
betterment of the organisation. The organisation also tries to maintain congenial working
atmosphere for their employees so that they feel at ease and secured while working for the
organisation. The main idea is to bring out the best in the employees and also create a

loyalty in them. It takes a long time for the organisation to train their employees in
their processes and hence the retention of the employees becomes very important.
That is why organisations keep on reviewing their HR policies frequently.
1.3 KEY TO SUCCESS
The success of the organisations depends on the organisational behaviour in the
required manner so that all the processes contribute to the success of it. It is not
important of how many activities or products the organisation is dealing, but the
importance lies in how effectively these are done so as to increase the profitability. For
achieving this, the organisation requires the efficient support of its Human Resources.
Organisations and their activities are accountable to the owners and in the case
of Limited Companies answerable to the shareholders. So, organisations need to be
very careful in carrying out their activities.
The top Management which is involved in the strategic decisions of the
organisation cannot do all the activities on their own and it is also not possible in very
large organisations. That is why, they dilute their power to some extent so that the
managers at all levels are involved in some of the strategic activities. It is important
for them to train all these managers to tackle the situations and take appropriate
decisions so that no major decision misfires. The Human Resource Management
serves as a link between the top management and the employees.

Now-a-days organisations are also facing global competition and threat. The
liberalisation, privatisation and globalisation have made the industrial life very
competitive. The survival of the fittest is the order of the day. In such a situation, it calls
for the Management to not only be attentive to the changes that are happening around the
organisation but also train their employees to sense these changes and to act accordingly.
Unless the Human Resources are well motivated this cannot be achieved.
1.4 STATEMENT OF THE PROBLEM
The Human Resource Management now-a-days has become more of a Strategic
Business Partner rather than merely managing the human resources as in the past. High
importance is given by the organisations to the Human Resources area. It is important
from the point of view of the organisations of how effectively they are managing Human
Resources who convert the other resources into saleable units. The production and its
efficiency depends on how effectively the people are trained and directed in their efforts
so as to achieve the goals of the organisation. The management may feel that it has done
all that is required to direct the human resources towards its goals. But there is another
view point as that of the employees whether the Management is treating them well or not,
whether the Management is sufficiently motivating them, the framework of the
organisation, the communication system, the relationship with the colleagues and
superiors, independence in work and other factors that motivates them to work for the
betterment of the organisation. If the perception of the employees are found out, the
Management can alter its approach according to the work force and their ideas to the

acceptable level so that it can draw better results from them. The idea is to not only
find out from the study unit about the efficacy of the Human Resource Management
systems but also to set a platform whereby other organisations can also conduct such a
study so as to find out the efficacy of its Human Resource Management systems.
1.5 IMPORTANCE OF THE STUDY
Every organisation would be interested in knowing the pulse of their important
resource which is the Human Resource. This study would bring out the views of the
employees of NeyveH Lignite Corporation Limited which would be useful for the
Management to know what their employees feel about the culture and atmosphere of
the organisation. It would also help the Management to find out a suitable approach to
tackle the human resources and ultimately increase the efficiency, productivity and
profitability of the organisation.
1.6 OBJECTIVES OF THE STUDY
The specific objectives of the study are:
(1) To study the profile of Neyveli Lignite Corporation Limited.
(2) To highlight the Human Resource Management policies and procedures
adopted by NLC Limited.

(3) To ascertain the views of the Managerial and Non-Managerial personnel of
NLC Limited with regard to HRM policies and procedures, and
(4) To offer suitable suggestions with regard to Human Resource Management.
1.7 METHODOLOGY
1.7.1 PRIMARY DATA
The study is mainly based on primary data which was collected through a
structured questionnaire. The systematic sampling method was used to select the
respondents. Out of the total Managerial staff of 11215 persons, every 50* person was
chosen as respondent totaling to 225 persons and out of the Non-Managerial staff of
7571 persons, every 50' person was chosen as respondent totaling to 150 persons. So
the total sample size is 375, which is evident from the following data.
Category Population Sample size
Managerial staff 11215 225
Non-Managerial staff 7571 150
Total 18786 375

1.7.2 SECONDARY DATA
The study is also based on secondary data which was collected from the
records and reports of NLC Ltd and from the Internet. Besides, text books, journals
and magazines have also been consulted.
1.7.3 PILOT STUDY
Before circulating the questionnaire, it was pre-tested with 25 Managerial and
25 Non-Managerial staff with a view to structure the questionnaire and then the
structured questionnaire was distributed to all the respondents.
1.7.4 TOOLS OF ANALYSIS
The study is based on statistical tools such as Chi-square test, F-test and
percentage analysis.
1.7.5 HYPOTHESES
The following hypotheses have been tested with chi-square test
• Satisfaction as to Work Atmosphere is the same in all age groups
• Feeling about ethics practiced is the same in all age groups
• Feeling about the treatment is the same in all age groups.
• Feeling about the sense of belongingness is the same in all age groups.

Feeling about whether the organisation welcomes changes is the same in all age
groups
Feeling about personal needs is the same in all age groups.
Feeling about Job satisfaction is the same in all age groups.
Feeling about Stress is the same in all age groups.
Feeling about Ethics is the same in all experience groups.
Feeling about Value System is the same in all experience groups.
Feeling about Personal Needs is the same in all experience groups.
Feeling about Goals Achievement is the same in all experience groups.
Feeling about Stress is the same in all experience groups.
Opinion about work atmosphere is the same for Managerial and Non-Managerial staff
Opinion about ethics is the same for Managerial and Non-Managerial staff
Opinion about value system is the same for Managerial and Non-Managerial staff
Opinion about culture is the same for Managerial and Non-Managerial staff
Opinion about treatment is the same for Managerial and Non-Managerial staff
Opinion about belongingness is the same for Managerial and Non-Managerial staff
Opinion about communication is the same for Managerial and Non-Managerial staff.
Opinion about bottom-top communication is the same for Managerial and Non-
Managerial staff.
Opinion about infrastructure is the same for Managerial and Non-Managerial staff
Opinion about security is the same for Managerial and Non-Managerial staff
Opinion about employee welfare measures is the same for Managerial and Non-
Managerial staff

• Opinion about satisfaction as to personal needs is the same for Managerial and Non-
Managerial staff
• Opinion about canteen arrangements is the same for Managerial and Non-Managerial staff
• Opinion about job satisfaction is the same for Managerial and Non-Managerial staff
• Opinion about independence in work is the same for Managerial and Non-Managerial
staff
• Opinion about role clarity is the same for Managerial and Non-Managerial staff
• Opinion about goals achievement is the same for Managerial and Non-Managerial staff
• Opinion about talents utilisation is the same for Managerial and Non-Managerial staff
• Opinion about recognition for work is the same for Managerial and Non-Managerial staff
• Opinion about career growth is the same for Managerial and Non-Managerial staff
• Opinion about stress control is the same for Managerial and Non-Managerial staff
• Opinion about coping with changes is the same for Managerial and Non-Managerial staff
• Opinion about pride is the same for Managerial and Non-Managerial staff
• Opinion about job rotation is the same for Managerial and Non-Managerial staff

1.7.6 F-TEST
The F-test was used to test the following hypotheses for Managerial and Non-Managerial
responses on the basis of age and experience of the respondents.
Variances of the responses of Managerial and Non-Managerial staff are the same
for the following:
• Opinion about work atmosphere
• Opinion about ethics
• Opinion about value system
• Opinion about culture
<• Opinion about treatment
•t* Opinion about belongingness
<• Opinion about communication system
<• Opinion about bottom-top communication
•> Opinion about infrastructure
• Opinion about job security
<• Opinion about delegation
<• Opinion about organisation welcoming changes <•
Opinion about environment upkeep measures <•
Opinion about safety measures
*l* Opinion about medical reimbursement
•> Opinion about hospital
<• Opinion about pollution control
10

*l* Opinion about employee welfare measures
*t* Opinion about family welfare
•»• Opinion about personal needs
*l* Opinion about salary package
<• Opinion about perks
<• Opinion about bonus
•t* Opinion about canteen arrangements
•t* Opinion about service in canteen
*l* Opinion about quality of food in canteen
•J* Opinion about housing
*l* Opinion about water and other amenities
•t* Opinion about educational institutions
*t* Opinion about transport facilities
*l* Opinion about organisation welcoming creative ideas
*•* Opinion about job satisfaction
•> Opinion about employees' participation in management
*l* Opinion about relationship with colleagues
•J* Opinion about relationship with superiors
*l* Opinion about independence in work
•t* Opinion about importance in team
<• Opinion about quality circle's contribution
< • Opinion about role clarity
<• Opinion about goals achievement
11

• Opinion about talents utilisation
•t» Opinion about recognition
< • Opinion about career growth •t*
Opinion about appraisal system
• Opinion about stress control
• Opinion about superior support
*t* Opinion about coping with changes
• Opinion about pride
•t* Opinion about satisfaction regarding training
•t» Opinion about improvement after training
•t» Opinion about job rotation
1.8 SCOPE OF THE STUDY
The study is to focus the present environment prevailing for the Human Resources
to function and practices of Neyveli Lignite Corporation adopted for the upkeep of
human relations functions. The scope of human resource management is indeed vast. All
major activities in the work life of a worker from the time of his or her entry into an
organisation until he or she leaves - come under the purview of Human Resource
Management. The study covers only the following aspects viz. human resource planning,
training and development, appraisal, motivation, self-development, team development,
rewards and recognition.
12

Recommendations have been given for improving the human resource
functions in the Organisation under study.
1.9 LIMITATIONS OF THE STUDY
Human Resource Management is a vast area. Due to the constraints of time
and financial resources, it was not possible to cover all the areas of Human Resource
Management in this study, only important areas as mentioned in the scope of study
have been covered.
FRAMEWORK OF THE REPORT
Chapter I :
Deals with introduction, statement of the problem, objectives of the study, importance
of the study, methodology adopted for the study, the scope of the study and limitations
of the study.
Chapter II:
Deals with the profile of Neyveli Lignite Corporation Limited. The detailed profile of
Neyveli Lignite Corporation, their financial and physical performance, their
contribution to the environment and society find place in this chapter.
Chapter III :
Deals with the review of related literature.
13

Chapter IV :
The HRM policies and procedures adopted by Neyveli Lignite Corporation Limited
are included in this chapter. The recruitment procedure and policy and the
promotional policy of the organisation are discussed here.
Chapter V :
The views of personnel of Neyveli Lignite Corporation Limited are discussed in this
chapter.
Chapter VI:
The summary of findings and suggestions are forming part of this chapter.
The profile of Neyveli Lignite Corporation Limited is presented in the next chapter.

SUMMARY & SUGGESTIONS
In this chapter, a summary of the entire study is presented in the following pages along with
suggestions.
SUMMARY OF FINDINGS
The study on "Human Resource Management in Neyveli Lignite Corporation Ltd" has
revealed the following.
(3) The age of the respondents is in between 26 and 60 years.
(4) The respondents have an experience which ranges from 1 to 35 years.
(5) Out of total respondents of 375, 34 are graduates, 148 are possessing professional
degrees, 124 are possessing technical qualifications and 69 are under graduates.
(6) Neyveli Lignite Corporation employs huge human resource of 18786 persons. NLC
has various welfare schemes for this huge workforce.
(7) NLC gives importance to ecology and pollution control. It continuously monitors the
pollution levels and carries out afforestation programmes and tries its best to
maintain pollution free air in Neyveli. It also gives importance to water conservation.
It also

maintains gardens, lawns in public buildings so as to achieve greener environment. NLC
has various social welfare schemes.
(5) NLC provides continuous training for its employees. There are around 460 programmes
in a year covering various work related and personal development aspects. The
functioning of training complex with good infrastructural facilities to organise these
training has contributed to its successful trained workforce.
← NLC maintains good industrial relations with its employees. It provides housing and
other amenities for its employees. NLC maintains hospital & schools inside the campus.
It also runs a creche.
← NLC serves the society by providing employment opportunities. The selection methods
are meticulously planned so as to select the best candidate. The time bound promotional
policies for various disciplines also show that NLC concentrates on motivating the
employees for their better contribution to the organisation.
← Totally, 96.4% of the Managerial staff have felt positively about the work atmosphere
whereas 90.7% of the Non-Managerial staff have felt positive about the work atmosphere. It
shows that the work atmosphere is better for the Managerial staff than that of the Non-
Managerial staff. Work atmosphere seems to be good in NLC as 353 respondents out of 375
have felt that it is good. Only 22 persons have felt that work atmosphere is not good. The
organisation is known for its vast area available for its operations. NLC has sufficiently
allocated the place available for its operations as well as for the housing development inside
the campus. The seating arrangements, lighting and good atmosphere

are its strengths. NLC employs latest equipment in its manufacturing process and the
tools used for production are conveniently and safely used by the employees. The
organisation gives great importance to the safety of the employees and they are provided
with all the safety equipment during production. The employees are treated well by their
superiors. It is evident that the organisation has maintained a conducive work atmosphere
for its employees which is evident from most of the respondents giving positive feedback
about the work atmosphere. The reason for the successful operation of the NLC is mainly
due to its good working atmosphere.
• Out of 375 respondents, 263 persons have felt that the organisation gives importance to
ethics whereas 112 persons have felt negative about it. The responses show that the
ethics is well practiced by the organisation. The Managerial and the Non-Managerial
staff have almost felt the same way in the responses. The negative response to this
question shows the personal experience of the respondents which has made them give
such an opinion. Even though such experiences cannot be totally avoided in such a huge
organisations, it needs attention.
• Totally 319 persons have felt that value system exists and 56 persons have felt that no
value system exists. The Managerial staff here have given more negative responses than
the Non-Managerial staff. A good percentage of persons have felt that the value system
exists which makes us conclude that there is good value system in the organisation.
• As far as satisfaction as to culture is taken, only 20 persons are not satisfied . NLC has
been making huge profits over the years and its profitability trend is continuously going
up. It shows that not only over the years, it has maintained a good Human Relations

without which such a success is not possible. The responses as to the culture of the
organisation which is one of the main reasons of the organisations' success shows that
355 persons (94.6%) are satisfied with the culture that exists in the organisation. With an
organisation of such a huge workforce, it is an appreciable trend. Unless this huge
workforce and its actions are directed properly, the success is not possible. NLC over the
years has been maintaining a friendly culture within which the employees have
contributed towards its efficient working as evidenced by its profits.
• As far as treatment is concerned, 32 people have felt that treatment is not good. 343
persons have felt treatment is good. 6.6% of the Managerial staff have felt that the
treatment is poor and 11.3% of the Non-Managerial staff have felt that the treatment is
poor. It shows that the treatment of the Managerial staff is comparatively better than that
of the Non-Managerial staff. Totally, 122 persons (32.5%) have said that the treatment is
good, 221 (58.9%) said that treatment is satisfactory and 32 (8.6%) have said that
treatment is poor. The response of 343 persons saying positive about the treatment which
works out to 91.5 % of the respondents shows that the NLC treats its employees very
well. It shows that the organisation believes in good treatment of its employees and
knows the importance of Human Resources Management.
• Except 6 respondents, others have a sense of belongingness in the organisation. 3% of the
Managerial staff have said they do not have a sense of belongingness and out of the Non-
Managerial staff also 3% have said that they do not have a sense of belongingness.98.4
← of the respondents feel a sense of belongingness in the organisation. Unless the
organisation takes care of its employees very well in all the aspects, they will not have the
feeling of belongingness. The response shows that the organisation has got concern for its

employees which is reflected in their responses. Only a negligible percentage of 1.6% (6
persons) out of 375 respondents have felt negatively.
• Totally 329 persons have felt that the communication system in the organisation is good.
132 persons (35.2%) said Communication system is good and 197 (52.5%) said that it is
satisfactory and 46 (12.3%) persons have felt it is poor. The Managerial and the Non-
Managerial staff have almost felt the same way as far as the Communication system is
concerned. Certain positions receive less communication due to their monotonous nature
of work who would have felt that the Communication System is poor.
• 22 persons have felt negative about the bottom-top communication. 2.2% of the
Managerial staff have said negative about this aspect whereas 11.3% of the Non-
Managerial staff have said negative about this. 143 respondents (38.1%) have said that
the bottom-top communication often happens, 210 persons (56%) felt that it rarely
happens and 22 persons (5.9%) feels it does not happen at all. If the organisation
concentrates on this aspect it can improve on its operations much more.
• 355 persons are satisfied with the infrastructure which is 94.6%. It shows that the
infrastructure provided by NLC is good. Only 20 persons (5.4%) have said that it is not
satisfactory. It may be due to various reasons like the nature of their work and the
training given to them. If these areas are improved, they will also get satisfied. 180
persons (48%) have said that they are satisfied with the infrastructure, 175 persons
(46.7%) said that they are satisfied to some extent and 20 persons (5.3%) felt that
infrastructure is not satisfactory.

• 363 respondents have felt secured in the organisation. Only one person in the Managerial
staff has felt unsecured whereas 11 persons have felt unsecured in the Non-Managerial
category. The responses show that the 96.8% feel secured in the organisation. The feeling
of insecunty with the 3.2% may be due to the reason that they lack support from their
superiors and peers.
• Except 31 respondents others believe in delegation of work and authority. 10 persons in
the Managerial category have said that they do not believe in delegation but 21 persons in
the Non-Managerial category have felt that they do not believe in delegation. It may be
due to the reason that certain lower level employees will not have any scope for
delegation. The organisation has created a culture where delegation is done well to get
things done as it is believed by 91.7% of the respondents.
• Except 32 persons, others have felt that the organisation welcomes changes. There has
been so many changes in technology dealt by the organisation and the organisation copes
with changes successfully. It installs all the latest equipment in its production processes
and hence it is a successful organisation. It is also evidenced by the response from 91.4%
of the respondents feeling that the organisation welcomes changes.
• 347 persons are satisfied about the environment up-keep measures. The response of
92.5% is that the environment upkeep measures are good.
• 338 respondents are satisfied about the safety measures. The positive response of 90.1%
of the respondents being satisfied by the safety arrangements shows that NLC has safety

• As far as medical reimbursement is concerned, 306 respondents are satisfied. The
positive response from 81.6% of the respondents shows that the organisation has got a
good scheme for medical reimbursement for its employees.
• The response for the hospital run by the organisation needs attention because 157
respondents have felt that the service is not satisfactory. In this aspect a significant
percentage of the respondents that is 41.9% have felt that the service is poor. This aspect
is purely based on the personal experience of the respondents. Since significant
percentage of respondents felt that the service is poor, this area needs attention of the
organisation and its improvement.
• Totally 334 persons are satisfied with the pollution control methods. The higher
percentage of negative responses in the Non-Managerial category may be due to the fact
that they are more prone to the pollution areas. The organisation gives utmost importance
to the pollution control methods. It is evidenced by the 89% of the respondents giving
positive response for the pollution control methods of the organisation.
• 319 respondents are satisfied with the welfare measures. The organisation has got so
many employee welfare measures like running of canteen, providing uniforms, shoes,
raincoats, housing and other amenities to its employees. It shows the concern for its
employees. The response of 319 persons out of 375 (85%) shows that the employee
welfare measures are installed well in the organisation. In every system, it is not at all
possible to satisfy all the employees. It is also true that the need of every person changes
from that of the other. Hence there may be a few who are not satisfied due to the reason

that their wants are more and also due to the fact that their expectations are high which is
reflected in 15% of the respondents giving a negative reply.
• 330 respondents are satisfied with the family welfare measures of the organisation. The
organisation has got so many family welfare measures like, hospital, housing, running of
creche and schools etc. The above is evidenced by 88 % of the respondents being
satisfied about it.
• 339 (90.4%) respondents feel that their personal needs are satisfied.
• 345 respondents are satisfied with the salary package. Here again a good percentage
(92%) are satisfied by the salary package which shows good pay scales framed in the
organisation.
• 340 (90.7%) respondents are satisfied with the perquisites given by the organisation.
• 277 persons are satisfied with the bonus. Majority of respondents are satisfied. However
higher percentage of respondents i.e, 26.2% (98 persons) are not satisfied regarding
bonus.
• As far as the satisfaction regarding the canteen arrangements is concerned, it needs the
attention of the Management because 224 out of 375 persons are not satisfied with the
canteen arrangements. It is felt that this area needs the attention of the organisation. The
organisation runs various canteens for its employees. Huge percentage i.e., 59.7% have

felt unsatisfactory about the canteen arrangements. This needs attention of the
Management.
> 249 respondents are not satisfied with the service in the canteen which is 66.4%. This
needs improvement and the attention of the management.
> 256 persons are not satisfied with the quality of food. This is also a vital aspect needing
the attention of the organisation as it relates to the health of the employees.
> 283 respondents are satisfied with the housing provided by the organisation. The
organisation is well known for providing housing facilities for all its employees. It is a
good gesture and rare aspect that the organisation gives housing to all its employees. The
houses are surrounded by trees which makes the atmosphere pleasant. The respondents
have also vouched for the same. 75.5% have felt satisfied about the housing provided by
the organisation.
> 333 respondents are satisfied with the amenities in the house. The organisation provides
all the amenities in the houses like water, electricity in subsidised rates which is
evidenced by the 88.8% of the respondents being satisfied of the same.
> In all, 336 persons out of 375 persons which is 89.6% feel satisfied about the educational
institutions. It is a good gesture on the part of the organisation to run the educational
institution because the children of the employees need not go out of the campus for
education unless it is necessarily warranted. The satisfaction of the employees shows that

the educational institutions are managed well.

> 323 respondents are satisfied with the transport facilities. The organisation arranges for
the transportation of the employees from nearby their residence to the place of work. It
runs various buses for various areas inside the campus. The efficacy of the service is
evidenced by 323 persons (86.2%) satisfied of the service.
> 322 respondents feel that the organisation welcomes creative ideas. 85.8% of the
respondents feel that the organisation welcomes creative ideas which is a good trend for
organisation to develop further.
> The organisation seems to provide good attractions in job as 354 persons out of 375
persons have job satisfaction. Even though certain activities are monotonous in nature, it
is a good trend to have such a huge percentage of employees being satisfied of their job.
> 259 respondents feel that employees can participate in management. It is natural for the
Non-Managerial staff to account for more percentage for saying that there is no
participation because certain lower level employees may not have any participation in
Management. Totally,! 16 persons have said that there is no such system. It may be due
to the fact that they do not get that opportunity in their department. The organisation can
encourage all department heads to bring in such a participation which is beneficial to the
organisation.
> 367 respondents feel that relationship with colleagues is good. This is a healthy trend as
97.9% have good relationship with their colleagues. Since organisation and its
functioning is a group effort, it is a healthy trend to have good relationships within the
members of the organisation.

> 349 respondents feel that relationship with superiors is good which has led to the smooth
functioning of the organisation.
> As far as independence in work is concerned 346 out of 375 respondents feel that they
have independence in work. It is natural for more response on the negative side as far as
Non-Managerial staff are concerned because hey will have less independence in work
and they will have to act according to the instructions of the superiors. It is good to note
that 92.2% have independence in work.
> 252 respondents feel that there is team work. Out of the Non-Managerial respondents,
62% (93 persons) have felt that there is a system of Team Work, 38% (57 persons) have
felt that there is no Team Work.. Here again, awareness in the minds of employees would
inculcate the importance of team work in the minds of the employees.
> 201 persons (53.6%) have felt that they are members of teams and 174 persons (46.4%)
feel that they are not members. Out of the Managerial respondents who have said that
they are members of teams, 72.9% (94 persons) have said that they are given importance
in team, 24.8% (32 persons feel that they given importance to some extent and 2.3% (3
persons) have felt that they are not given importance. Out of the Non-Managerial
respondents who have said that they are members of teams, 52.8% (38 persons) have said
that they are given importance in team, 41.7% (30 persons feel that they given
importance to some extent and 5.5% (4 persons) have felt that they are not given
importance. It shows that the teams that are in existence are functioning effectively as
majority of persons feel that they are important.

> Out of the Managerial respondents, 82.7% (186 persons) have said that there are Quality
Circles and 17.3% (39 persons) have said that there are no Quality Circles. Since a
considerable percentage of Managerial staff have felt that there are no quality circles, it
denotes that the awareness about the quality circles is less. The Management has to create
an awareness in all the employees about the quality circles so as to contribute to the
organisation. Out of the Non-Managerial respondents, 65.3% (98 persons) have said that
there are Quality Circles and 34.7% (52 persons) have said that there are no Quality
Circles. The Training Complex in NLC co-ordinates the activities of the quality circles.
Quality circles are more important on the production side for such types of organisations.
Since 75.7% have felt that the quality circles are in existence, it shows that the
organisation is interested in re-engineering and constant updation of its production
processes which is a healthy trend. The responses of Non-Managerial staff also denotes
that the awareness is to be created regarding quality circles.
> Out of the Managerial respondents who have felt that there are quality circles, 24.2% (45
persons) have said that there has been a good contribution by the Quality Circles, and
66.1% (123 persons) have felt that the contribution was there to an extent and 9.7%(18
persons) have felt that there is no contribution. Out of the Non-Managerial respondents
who have felt that there are quality circles, 29.6% ( 29 persons) have said that there has
been a good contribution by the Quality Circles, and 64.3% (63 persons) have felt that
the contribution was there to an extent and 6.1%(6 persons) have felt that there is no
contribution. Quality circles seem to contribute to the organisation since 260 persons out
of 284 persons perceive that the contribution is good.

> 309 respondents feel that they have role clarity. It shows that only 82.4%of the
respondents feel the clear definition of roles. 17.6% feel that their roles are not clearly
defined. The organisation can increase their effectiveness if the roles are clearly defined
for all. It also depends on the superiors who define the roles of their subordinates. The
organisation can communicate through its hierarchy of managerial positions the
importance of the role clarity and direct them to do it.
> Totally 317 respondents feel that their goals are achieved in the organisation. 84.5% have
felt that their goals are achieved. Only 15.5% have felt that they are yet to achieve their
goals.
> 311 (82.9%) persons have felt that their talent has been well utilised by the organisation.
The organisation can concentrate on this aspect and utilise the fullest capabilities which
will increase the productivity.
> 297 respondents feel that they are recognised for their work. 79.2% feel that they are
recognised. 20.8% feel that they are not recognised. It is a notable percentage and
superiors at all levels should understand the psychological make up of their subordinates
and motivate them and recognise them accordingly which will lead to development.
> 331 respondents are satisfied with their career growth. Since majority of persons, 88.3%
have felt that their career growth is satisfactory, it can be concluded that the organisation
provides good career path and growth for its employees.

> Totally 78.9% have felt positive about the appraisal system.
> 337 respondents feel that their stress level is controllable. Totally, 211 persons (56.3%)
have felt that their stress level is controllable, 126 persons (33.6%) felt that it is
controllable to some extent and 38 persons (10.10%) feel that it is not controllable.
> 290 persons feel that their immediate superior supports them. Out of the respondents,
77.3% feel that their superiors come for their rescue. It is very positive to note that 358
respondents are able to cope with changes successfully.
> 95.4% (358 persons) are able to cope with changes.
> 369 persons feel that they have a sense of pride working for the organisation. It is good
that 369 persons out of 375 persons (98.4%) responding that they have a pride working
for the organisation.
> 260 respondents have felt that there is no system of counselling. This needs attention of
the Management. Totally, 115 persons (30.7%) feel that there is a process of counselling
in the organisation, 260 persons (69.3%) feel that there is no process of counselling. It
looks that the organisation can improve on its counselling aspect.
> Out of the Managerial respondents who have felt that there exists a counselling system,
47.2% (34 persons) have felt that they are comfortable after the counselling section and
47.2% (34 persons) have felt that to some extent they are comfortable after the session
and 5.6% (4 persons) have felt that there is no comfort after the sessions. Out of the Non-
Managerial respondents who have felt that there exists a counselling system, 48.8% (21

persons) have felt that they are comfortable after the counselling section and 41.9% (18

persons) have felt that to some extent they are comfortable after the session and 9.3% (4
persons) have felt that there is no comfort after the sessions.
> 344 respondents are satisfied with the traming given by the organisation. 344 persons out
of 375 which is 91.7% of the sample are satisfied by the training given by the
organisation.
> 281 respondents feel that on-the-job training will be more effective than the class room
training. While the fact remains that both the training methods are effective in its own
way depending on the nature of job of the trainee and the aspect for which training is
given.
> Except 18 persons, others feel that there is an improvement after the training
programmes. The above proves the efficacy of training as 357 persons out of 375 have
expressed their satisfaction as to the improvement. This also shows that they are
conscious about the reason for the training given and also have done self-assessment.
> Except 67 respondents, others believe in job rotation. The respondents who say that they
do not welcome job rotation may not be welcomes of change and they seem to believe in
status quo. But a good number of persons saying that they welcome job rotation shows
that there are many attractions in jobs and hence they want to keep themselves rotated
between them instead of being monotonous.

> The following are the specific reasons attributable to the negative responses for the
questions:
• The negative responses for the Work Atmosphere, job satisfaction and treatment is due
to the nature of superior and peers of the staff who have given the negative responses. If
the employee faces problems from his peers and superiors his work atmosphere and job
satisfaction will get affected.
• The negative responses for ethics, value system, culture. Pride, belongingness and
opinion on organisation welcoming changes depends on the personal experience of the
respondents. If the respondent faces any threat for culture, value system and ethics he
may feel negative about it and he may lose the sense of belongingness and pride. If the
employees' superior does not welcome changes, the employee would feel negative about
it. So, it purely depends on the superior of that employee.
• The negative responses for communication and Bottom-top communication not only
reflects the communication system in the organisation but also to some extent the
communication methods and belief in communication by the superior of the respondents.
• The negative responses for the infrastructure and safety measures in work depends on the
nature of work that the employee is doing and in some cases it may need improvement
also which is reflected by the negative responses.
• The negative responses as far as employees' participation in Management is concerned,
the reasons can be attributed to the policy of Management & nature of superiors . As far

as negative responses for secured feeling, independence in worlc, team work, team
membership, importance in team, goals achievement, role clarity, talents and potential
utilisation, recognition , stress control, immediate superior support in problems and
relationship with colleagues and superiors, it would be based on superiors and peers. The
goals achievement will also depend on the individuals' ambition and it will differ from
person to person.
• The negative response for delegation may be due to the nature of the individual who may
sometime feel that if delegated he will lose powers or due to the fear of accountability
even if delegation is done. The brought up of the individual by his superior would also be
the reason for not believing in delegation.
• The negative responses for the environment upkeep measures and pollution control will
reflect the fact to an extent and also the expectations of individual which will differ from
person to person.
• The negative responses for the service in the hospital run will reflect the fact as it is a
service oriented one.
• The negative responses regarding employee welfare measures, family welfare, personal
needs, salary package, perquisites. Medical reimbursement and bonus would depend on
the individual and his expectations & needs. It would differ from person to person. As
per the Maslow's need hierarchy theory every individual would move up in his level of
needs after satisfaction of one need. So, the individual may be in any stage of Maslow's
Need Hierarchy theory and his needs would differ from that of another.

• The negative responses for housing, water and amenities would reflect the individual's
expectations and also the facts about it.
• The negative responses regarding canteen arrangements, the service in canteen, quality
of food in canteen will reflect facts and needing improvement.
• The negative responses regarding education institutions, transport facilities would reflect
the fact.
• The negative responses for the organisation welcoming creative ideas would reflect facts
& also superior of the employee & his peers.
• The negative responses regarding quality circles and its contribution may reflect the facts
and also the expectation of the individual.
• The negative responses for career growth may change from individual to individual and
also will depend on the appraisal system in the organisation and career planning by the
superiors.
• The negative response for coping with changes successfully will depend on the training
efficacy and the individual competence.
• The negative responses for counseling and comfort after counseling may reflect the
personal experience of the respondents and also the fact whether such a system exist in
his department or not.

• The training satisfaction ,the effective training method and improvement after training
depends on the individual expectations.
• The negative responses for job rotation depends on the personality of the individual.
• The negative responses for appraisal system may depend on the promotion policies of the
organisation and recognition by superiors.
> The chi-square test on the basis of age of the respondents have revealed the following:
> Satisfaction as to good work atmosphere is different in different age groups.
> Opinion about ethics is the same in all age groups.
> Opinion about the treatment is the same in all age groups.
> Opinion about belongingness is the same in all age groups.
> Opinion about the organisation welcoming changes is the same in all age groups.
> Opinion about personal needs satisfaction is the same in all age groups.
> Opinion about job satisfaction is the same in all age groups.
> Opinion about stress control is the same in all age groups.
> It is seen that except the work atmosphere, other aspects are felt equally in all the age
groups. The reason might be that the perception about the work atmosphere may change
as the age of the respondent goes up, he may feel in secured due to the increase in age.
The opinion of the other factors being the same in all age groups, one may conclude that
it gives more reliability for these responses.

> The chi-square test on the basis of experience of the respondents revealed the following
> Opinion about ethics is the same in all experience groups.
> Opinion about value system is the same in all experience groups.
> Opinion about personal needs is the same in all experience groups.
> Opinion about goals achievement is the same in all experience groups.
> Opinion about stress is the same in all experience groups.
> Here again the data is more reliable since the various experience groups have the same
opinion as evidenced by the chi-square test.
> The chi-square test for the responses by Managerial and Non-Managerial staff revealed
the following
> Opinion about ethics is the same for Managerial and Non-Managerial staff.
> Opinion about value system is the same for Managerial and Non-Managerial staff.
> Opinion about treatment is the same for Managerial and Non-Managerial staff.
> Opinion about belongingness is the same for Managerial and Non-Managerial staff.
> Opinion about communication is the same for Managerial and Non-Managerial staff.
> Opinion about infrastructure is the same for Managerial and Non-Managerial staff.
> Opinion about canteen arrangements is the same for Managerial and Non-Managerial
staff.
> Opinion about job satisfaction is the same for Managerial and Non-Managerial staff.
> Opinion about independence in work is the same for Managerial and Non-Managerial
staff.

> Opinion about role clarity is the same for Managerial and Non-Managerial staff.
> Opinion about career growth is the same for Managerial and Non-Managerial staff.
> Opinion about stress control is the same for Managerial and Non-Managerial staff.
> Opinion about coping with changes is the same for Managerial and Non-Managerial
staff.
> Opinion about pride is the same for Managerial and Non-Managerial staff.
> Opinion about job rotation is the same for Managerial and Non-Managerial staff.
> Opinion about culture is different for Managerial and Non-Managerial staff.
> Opinion about work atmosphere is different for Managerial and Non-Managerial staff.
The work atmosphere for Managerial and Non-Managerial staff need not be the same
because they have different kinds of authority and responsibility and hence the feeling
has differed.
> Opinion about bottom-top communication is different for Managerial and Non-
Managerial staff. The reason is that the non-managerial staff will have more concern
about bottom-top communication and hence the opinion is not the same.
> Opinion about secured feeling is different for Managerial and Non-Managerial staff. This
is also due to the reason that the responsibility will differ at their levels.
> Opinion about employee welfare measures is different for Managerial and Non-
Managerial staff.

> Opinion about satisfaction as to personal needs is different for Managerial and Non-
Managenal staff. The personal needs will differ from person to person and hence it
cannot be the same for these groups.
> Opinion about goals achievement is different for Managerial and Non-Managerial staff.
Like the personal needs, the goals also differ from person to person.
> Opinion about talents utilisation is different for Managerial and Non-Managerial staff.
> Opinion about recognition for work is different for Managerial and Non-Managerial
staff. This aspect will not be the same because the recognition for Managerial staff will
take some time and more efforts are needed to get the recognition because they will have
to get the recognition from the Senior Management which is not very easy. Whereas the
non-managerial staff have to get recognition from the Managerial staff only.
> F-test on the basis of age and experience for Managerial and Non-Managerial staff
revealed the following
> The hypothesis that the variations of the Managerial and Non-Managerial staff on the
basis of age and experience are the same in all the responses. This ensures the reliability
of the responses.
> There is sufficient proof that the responses are unbiased because in respect of Canteen
arrangements and Service in the Hospital run by NLC, many respondents have given

negative responses also which itself is a proof that whenever there is something negative,
they point out openly.
SUGGESTIONS
•t* The organisation needs attention as far as the Hospital run by it is concerned. Since
majority of the respondents are not satisfied with the service in the hospital run by the
organisation, it needs to concentrate on the improvement of the facilities and service in
the hospital run by it. The hospital run by an organisation is a motivating factor for its
employees because they will understand the concern that the organisation has got for
them and hence it is important for the organisation to concentrate on this area by opening
a separate wing to improve the facilities.
• As regards the canteen arrangements, service in the canteen and the quality of food and
snacks in the canteen, the organisation has to improve, since majority of the respondents
are not satisfied with it. It is true that NLC runs many Industrial canteens inside its
campus. However, this aspect is very difficult to satisfy. The canteen service is very
important for a labour oriented organisation like NLC. Hence it needs to improve the
quality of food and service in the canteen by effective and efficient supervision.
• Many respondents have felt that there is no team work in the organisation . Team work is
very important for any organisation and its growth. The organisation can have the
advantages of synergic effect if team work is developed. Even though individual
motivation plays a vital role in any organisation, the concept of morale is very important

since group efforts can give many advantages to the organisation which can be
technically called as morale. The organisations have to concentrate on morale building so
as to get the best out of its employees. Even though few employees have responded that
team work exists, the organisation can concentrate on developing the team work. It is true
that the organisation has few programmes on team building. It can not only organise few
more programmes on team work but also train its top and middle level executives to
promote team work for the benefit of the organisation, keeping with the principle of
espirit de corps.
• Notable number of respondents have felt that there is no immediate superior support
when they are in problems. This aspect needs the attention of the Management. Because
every employee can work'with confidence only if there is a support from his superior in
difficult situations. It is true that the individual employee will be motivated by the acts of
his superiors and in most of the cases they consider their superior as their role model. If
the employee is assured that his superior is going to support him when he is in problems,
he will be ready to accept responsibilities and challenges with the belief that his superior
is going to support him whenever he is in problems.
• Huge number of respondents have felt that there is no system of counselling in the
organisation. This is the psychological aspect which needs attention. Every employee in
an organisation will have some grievance or the other. They will be happy if someone
atleast hears their grievances. Solving them is a different issue. However, it is seen that
many grievances can be solved very easily by counselling itself. Hence the organisation
can install a good counselling system which will be a motivating factor. The counselling
need not be formal also. Any superior can counsel his sub-ordinate and solve the
302

problems then and there. In fact the informal counselling helps more than a formal one.
This will reduce the conflicts within the organisation and enable smooth functioning.
SCOPE FOR FUTURE RESEARCH
The present study deals with important aspects of Human Resource Management.
There is scope for undertaking research in the following aspects:
• Training and Development in NLC Ltd.
• Productivity of NLC Ltd.
• Performance Evaluation of NLC Ltd.
• Labour Welfare Measures in NLC Ltd.
• Performance Appraisal in NLC Ltd.
Finally, the researcher having felt the dimensions of the HRD scenario at Neyveli
Lignite Corporation Limited hereby submit that
Maintaining conducive atmosphere in the premises, motivating the employees by
rewards and recognition, maintaining good industrial relations and imparting proper training
would lead to Human Resource Development which may ensure wealth maximisation and
societal development.

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