Welfare facilities and employee satisfaction in hll project report mba

Project of welfare facilities and employee satisfaction surveyH L L

EXECUTIVE SUMMARY

Project consists of welfare facilities and employee satisfaction survey:-

It provides a channel for employees to communicate their views on wide range
of issues in total confidence.

Employee satisfaction survey is conducted to find out the satisfaction level of
the employees towards welfare facilities at HLL.

The other objective is to find out the areas of low satisfaction level where corrective
actions can be taken to improve employee satisfaction.

For this purpose a sample of 50 employees was selected & survey was done with the
help of questionnaire and the results are analyzed for all the employees using
percentage method.

Based on this analysis, observations, given HR will be taking corrective actions
to improve satisfaction level of the employees.

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INTRODUCTION

Of all the factors of production - Capital, land, labour; labour or man is undoubtly the

crucial factor that makes or mars an organization.

Employees are now a days seen as business partners of the organization. They

empower the organization to succeed. At the threshold of this transformation, human

assets need to be chosen carefully, developed, nurtured, utilized and their

competencies multiplied.

High employee satisfaction levels can reduce turnover and attrition rate in the

industries.

People are the key to success in the new economy. Companies are attaching greater

importance to human performance today than ever before. And while corporations

have presumably always valued their employees, in today's fast-moving new

economy, people have gained even greater stature and are now seen as possibly the

most important factor in a company's success or failure.

Companies are giving due importance to recognize and the extraordinary efforts

related to retain the people in industry, some are making efforts to attract and retain

top talent, represent fundamental shifts in employer-employee relationships. And

nowhere has this been truer than in the high-tech sector, with its insatiable

demand for knowledge workers.

But the focus on human performance now stretches across all industries and all levels,

from the front lines of customer service to the highest executive ranks. Almost

industries are putting their best efforts to the keep employees happy and engaged.

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One reason CEOs have begun investing in human performance improvement is that

they now have quantifiable proof of a sizable return. HR is fast changing from an

internal service department to a strategic partner in improving a company's

competitive position. In this era of competition, if internal customers, i.e. employees

are not happy then the organization will be out of competitive market.

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LITERATURE REVIEW

Meaning and Definition:

Locke gives a comprehensive definition of Employee Satisfaction

“A pleasurable positive emotional state resulting from appraisal of ones perception of

how well their job provides those things which are viewed as important. It is generally

recognized in the organizational Behavior field that employee's satisfaction is the

most important and frequently studied attitude".

Definitions of the concepts:

To understand the concept clearly, it is better to understand the literal

meaning of them. Therefore to understand the term

"Employee Satisfaction" it is very much important to know the words "Employee"

And "Satisfaction" separately.

Employee: According to the Oxford Dictionary the meaning of the

"Employee is a Person employed for Wages".

A person who works for another, in return, for financial or other compensation.

According to Employees State Insurance Act, 1948, An Employee is defined as the

one who is directly employed by the principal employee or whose services are

temporarily lent to by another with whom the employee has a contract of service. The

act also says that employee also includes any person employed for the wages or any

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work connected with the administration of the factory or establishment or any

department or branch there of or with the purchase of raw materials for or the

distribution of scales of the products of the factory or establishment. The act also

covers any person engaged as in apprentice, not being an apprentice under the

Apprefltice Act, 1961 or under The Standing Orders of the establishment, but does

not include any member of the Indian Naval, Military or Air-forces".

Satisfaction: According to the Oxford Dictionary the meaning of the satisfaction

means "atonement or compensation or a situation where the expectations have been

met".

According to the Dictionary of Psychology by J. Akinson, E. Berne & R.S.

Woodworth, Satisfaction means "A State of pleasant & wellbeing consequent upon

having gratified an appetite or motive".

Welfare means fairing or doing well. It is a comprehensive term, and refers to the

physical, mental & emotional well being of an individual.

The ILO at its Asian Regional Conference defined “Labours welfare as a term which

is understood to include such services, facilities and Amenities and may be

established or in the vicinity in them with amenities conducive to good health & high

morale.

The Oxford dictionary defines labours welfare as “efforts to make life worth living for

workmen”.

Chambers dictionary defines as “a state of fairing on doing well, freedom from

calamity, enjoyment of health, prosperity etc.

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Need for Labour welfare in India

The need for labours welfare was strongly felt by the committee of the royal

commitment to industrial work among the factory work and also the harsh treatment

receives from the employees since the developing country like India. This need was

emphasized by the constitution of India in the chapter on the directive principle of

state policy in the following articles.

Importance of Employee Satisfaction:

1. Tracking the attitudes and opinions of employees can identify problems areas and

solutions related to management and leadership, corporate policy, recruitment,

benefits, diversity, training, and professional development.

2. A comprehensive employee satisfaction study can be the key to a more a motivated

and loyal workforce.

3. The first step is to understand exactly which issues have the greatest impact on

employee satisfaction.

4. The findings of the employee satisfaction survey will tell you exactly bow much

more important one issue is over another so that you can focus your performance

improvement initiatives appropriately.

5. In analyzing the data, we can define and refine issues that need addressed, such as

overall job satisfaction, professional fulfillment, employee motivation and

commitment, likelihood to stay with the organization, pay level, corporate goals and

Objectives.

6. Survey results can be segmented by employee position, length of employment, full-

time vs. part-time, etc.

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FACTORS AFFECTING EMPLOYEE SATISFACTION.

1. Achievement

2. Recognition

3. Work itself

4. Responsibility

5. Advancement

6. Personal growth

7. Company policy and administration

8. Supervision

9. Relationship with supervisor

10. Work conditions

11. Salary

12. Relationship with peers

13. Personal life

14. Relationship with subordinates

15. Status

16. Security

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THEORIES OF EMPLOYEE SATISFACTION.

DAVIDC MCCLELLAND'S MOTIATIONAL NEEDS THEORY

David McClelland is most noted for describing three types of motivational need,

which he identified in his 1988 book, Human Motivation:

• Achievement motivation (n-ach),

• Authority or power motivation (n-pow),

• Affiliation motivation (n-affil).

Davidic McClelland’s needs-based motivational model

These needs are found to varying degrees in all workers and managers, and this mix

of motivational needs characterizes a person's or manager's style and behavior, both in

terms of being motivated and in the management and motivation others.

The need for achievement (n-ach)

The n-ach person is 'achievement motivated' and therefore seeks achievement,

attainment of realistic but challenging goals, and advancement in the job. There is a

strong need for feedback as to achievement and progress, and a need for a sense of

accomplishment.

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The need for authority and power (n-pow)

The n-pow person is 'authority motivated'. This driver produces a need to be

influential, effective and to make an impact. There is a strong need to lead and for

their ideas to prevail. There is also motivation and need towards increasing personal

status and prestige.

The need for affiliation (n-affil)

The n-affil person is 'affiliation motivated', and has a need for friendly relationships

and is motivated towards interaction with other people. The affiliation driver produces

motivation and need to be liked and held in popular regard. These people are team

players.

McClelland said that most people possess and exhibit a combination of these

characteristics. Some people exhibit a strong bias to a particular motivational need

and this motivational or needs 'mix' consequently affects their behavior and working/

managing style. McClelland suggested that a strong n-affil 'affiliation-motivation'

undermines a manager's objectivity, because of their need to be liked, and that this

affects a manager's decision-making capability. A strong n-pow 'authority-motivation'

will produce a determined work ethic and commitment to the organization, and while

n-pow people are attracted to the leadership role; they may not possess the required

flexibility and people-centered skills. McClelland argues that n-ach people with

strong 'achievement motivation' make the best leaders, although there can be a

tendency to demand too much of their staff in the belief that they are all similarly and

highly achievement-focused and results driven, which of course most people are not.

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McClelland’s particular fascination was for achievement motivation, and this

laboratory experiment illustrates one aspect of his theory about the affect of

achievement on people's motivation. McClelland asserted via this experiment that

while most people do not possess a strong achievement-based motivation, those who

do, display a consistent behavior in setting goals:

Volunteers were asked to throw rings over pegs rather like the Fair ground game; no

distance was stipulated, and most people seemed to throw from arbitrary, random

distances, sometimes close, Sometimes farther away. However a small group of

volunteers, whom McClelland suggested were strongly achievement-motivated, took

Some care to measure and test distances to produce an ideal challenge- not too easy,

and not impossible. Interestingly a parallel exists in biology, known as the 'overload

principle', which is commonly applied to fitness and exercising, i.e., in order to

develop fitness and/or strength the exercise must be sufficiently demanding to

increase existing levels, but not so demanding as to cause damage or strain.

McClelland identified the same need for a 'balanced challenge' the approach of

achievement-motivated people.

McClelland contrasted achievement-motivated people with gamblers, and dispelled a

common pre-conception that n-ach 'achievement motivated' people are big risk takers.

On the contrary - typically, achievement-motivate din individuals set goals which they

can influence with their effort and ability, and as such the goal is considered to be

Achievable. This determined results-driven approach is almost invariable present in

the character make-up of all successful business people and entrepreneurs.

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McClelland suggested other characteristics and achievement-motivate people:

attitudes of

• Achievement is more important than material or financial reward.

• Achieving the aim or task gives greater personal satisfaction than receiving

praise or recognition.

• Financial reward is regarded as a measurement of success, not an end in itself.

• Security’s not not prime motivator, nor is status.

• Feedback is essential, because it enables measurement of success, not for

reasons of praise or recognition (the implication here is that feedback must be

reliable, quantifiable and factual).

• Achievement-motivated people constantly seek improvements and ways of

doing things better.

• Achievement-motivated people will logically favor jobs and responsibilities

that naturally satisfy their needs, i.e. offer flexibility and opportunity to set and

achieve goals, e.g., sales and business management, and entrepreneurial roles.

McClelland firmly believed that achievement-motivated people are Generally the

ones who make things happen and get results, and that This extends to getting results

through the organization of other People and resources, although as stated earlier, they

often demand Too much of their staff because they priorities achieving the goal

above the many varied interests and needs of their people.

Interesting comparisons and relationships can be drawn between McClelland's

motivation types, and the characteristics defined in Other behavioral models, e.g.

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Benziger's thinking and working styles: Achievement-motivation is

A double-frontal brain mode style; affiliation-motivation is right basal

(rear);authority-motivations arguably left basal (rear).

Adair's action-centered leadership model: Achievement-motivated

Managers are firmly focused on the Task, often to the detriment of

The Individual and the Team. Affiliation-motivation people are Team

And Individual centered.

Thomas International (Perform ax) DISC system: Achievement motivated people

are 'D' profiles - results-driven, decisive, dominant, etc. Affiliation-motivated people

are I (proactive) and S (reactive)profile Authority-motivated people are Sand C

profiles. (More detail on the Benziger page.)

Hersey/Blanchard's Situational Leadership model: Achievement motivated people

tend to favor the styles of the first and second modes('telling' an 'selling'); affiliation-

motivated people tend to favors the third mode ('participating'); and the authority-

motivated people tend to favor the style of mode four ('delegating').

(More detail on the Tuckmanpage.)

McGregor XY Theory: Achievement-motivated people tend towards X-Theory

style, due to their high task focus; there is plenty of Exception however, and training

definitely helps the n-ach manager to seethe value of employing Theory Y style.

n-pow managers are Definitely Theory X. n-affil are typically Theory Y and if not can

relatively easily be trained to be so.

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Hertzberg motivators and hygiene factors: n-ach people are more Responsive to

the Hertzberg motivators (especially achievement obviously) an n-affil and n-pow

people.

ADAM’s. EQUITY THEORY

John Stacey Adams -equity theory on job motivation

John Stacey Adams, workplace and behavioral psychologist, put Forward his Equity

Theory on job motivation in 1963. There are Similarities with Charles Handy's

extension and interpretation of Previous simpler theories of Maslow, Herzberg and

other pioneers of Work place psychology, in that the theory acknowledges that subtle

and variable factors affect each individual's assessment and perception of their

relationship with their work, and thereby their employer. Awareness and cognizance

feature more strongly than in earlier models, as does the influence of colleagues and

friends, etc, in forming cognizance, and in this particular model, 'a sense of what

is fair and reasonable'.

Adams' equity theory

We each seek a fair balance between what we put into our job and what we get out of

it. Adams calls these inputs and outputs. We form perceptions of what constitutes a

fair balance or trade of inputs and outputs by comparing our own situation with other

'referents'(reference points or examples) in the market place. We are also influenced

by colleagues, friends, partners in establishing these benchmarks and our own

responses to them in relation to our own ratio of inputs to outputs.

If we feel are that inputs are fairly and adequately rewarded by outputs (the fairness

benchmark being subjectively perceived from market norms and other comparables

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references) then we are happy in our work and motivated to continue inputting at the

same level.

Inputs are typically: Outputs are typically

Effort, loyalty, hard work, People Financial rewards - pay, salary,

commitment, skill, ability, need to expenses, perks, benefits, pension

adaptability, flexibility, feel that arrangements, bonus and commission

tolerance, determination, heart there is a – plus intangibles -recognition,

and soul, enthusiasm, trust in fair reputation, praise and thanks, interest,

our boss and superiors, support balance responsibility, stimulus, travel,

of colleagues and subordinates, between training, development, sense of

personal sacrifice, etc. inputs and achievement and advancement,

outputs. promotion, etc.

If we feel that our inputs out-weigh the outputs then we become demotivated in

relation to our job and employer. People respond to this feeling in different ways:

generally the extent of demotivation is proportional to the perceived disparity between

inputs and expected outputs. Some people reduce effort and application and become

inwardly disgruntled, or outwardly difficult, recalcitrant or even disruptive. Other

people seek to improve the outputs by making claims or demands for more reward, or

seeking an alternative job.

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ABRAHAM MASLOW'SHIERARCHY OF

NEEDS MOTIYATIONAL.MODEL

Abraham Maslow developed the Hierarchy of Needs model in 1940-50's USA, and

the Hierarchy of Needs theory remains valid today for understanding human

motivation, management training, and personal development. Indeed, Maslow's ideas

surrounding the Hierarchy of Needs concerning the responsibility of employers to

provide a workplace environment that encourages and enables employees to fulfill

their own unique potential (self-actualization) are today more relevant than ever.

Abraham Maslow's book Motivation and Personality, published in 1954 (second

edition 1970) introduced the Hierarchy of Needs, and Maslow extended his ideas in

other work, notably his later book Toward A Psychology Of Being, a significant

and relevant commentary, which has been revised in recent times by Richard Lowry,

who is in his own right a leading academic in the field of motivational psychology.

Abraham Maslow was born in New York in 1908 and died in 1970,although various

publications appear in Maslow's name in later years. Maslow's PhD in psychology in

1934 at the University of Wisconsin formed the basis of his motivational research,

initially studying rhesus monkeys. Maslow later moved to New York's Brooklyn

College.

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Maslow's original five-stage Hierarchy of Needs model is clearly and directly

attributable to Maslow; later versions with added motivational stages are not so

clearly attributable. Maslow's Hierarchy of Needs has been extended through

interpretation of Maslow's work by other people, and these augmented models and

diagrams are shown as the adapted seven and eight-stage Hierarchy of Needs models

below. There is some uncertainty as to how and when these additional three stages

(six, seventh and eighth - 'Cognitive', 'Aesthetical', and 'Transcendence') came to be

added, and by whom, to The Hierarchy of Needs model, and many people consider

Maslow's 'original five-stage Hierarchy Of Needs model to be the definitive

(and perfectly adequate) concept.

Maslow's hierarchy of needs

Each of us is motivated by needs. Our most basic needs are inborn,Having evolved

over tens of thousands of years. Abraham Maslow's Hierarchy of Needs helps to

explain how these needs motivate us all. Maslow's Hierarchy of Needs states that we

must satisfy each need In turn ,starting with the first, which deals with the most

obvious needs for survival itself.

Only when the lower order needs of physical and emotional well being are satisfied

are we concerned with the higher order needs of Influence and personal development.

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Conversely, the things that satisfy our lower order needs are swept away, we are no

longer concerned about the maintenance of our higher order needs. Maslow's original

Hierarchy of Needs model was developed between1943-1954.

FREDERICKHERZBERG MOTIVATIONALTHEORY

Frederick Hertzberg’s motivation and hygiene factors

Frederick Hertzberg’s book 'The Motivation to Work', written with research

colleagues B Mausner and B Snyderman in 1959, first established his theories about

motivation in the workplace. Herzberg's work, originally on 200 Pittsburgh engineers

and accountants, has become one of the most replicated studies in the field of

workplace psychology.

Herzberg was the first to show that satisfaction and dissatisfaction at Work nearly

always arose from different factors, and were not simply Opposing reactions to the

same factors, as had always previously been(and still now by the unenlightened)

believed.

He showed that certain factors truly motivate ('motivators'), whereas others tendedto

lead to dissatisfaction ('hygiene factors').

Accordintog Herzberg, Man has two sets of needs; one as an animal To avoid pain,

and two as a human being to grow psychologically.

He illustrated this also through Biblical example: Adam after his Expulsion from

Eden having the need for food, warmth, shelter,safety, etc., - the 'hygiene' needs; and

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Abraham, capable and achieving great things through self-development - the

'motivational' needs.

Herzberg's research proved that people will strive to achieve hygiene Needs because

they they are unhappy without them, but once Satisfied the effect soon wears off -

satisfaction is temporary.

STATEMENT OF THE PROBLEM

“A Study on Welfare facilities And its Impact on job Satisfaction”

This particular topic is selected because job satisfaction is a very important element

necessary for the smooth functioning of an organization .Employee surveys provide a

channel for employee to communicate their views on a wide range of issues in total

confidence .They help management to build up an accurate picture of how employees

perceive the organization and highlight the causes of employee dissatisfaction.

PURPOSE OF THE STUDY:

The study has been conducted for gaining practical knowledge about HR practices

and fulfillment of Masters of Degree in Business Administration.

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SCOPE OF THE STUDY:

The survey was conducted on Operative Level of HLL. The questionnaire for this

survey was framed considering those factors where corrective action can be taken at

HLL. From the result of the survey the HR department can take the corrective action

to increase employee satisfaction and thereby increase productivity.

SURVEY OBJECTIVES:

• To understand the impact of welfare facilities on job satisfaction.

• To measure employee satisfaction level from different perspectives.

• To identify the perceived importance of satisfaction factors and the issues

causing dissatisfaction.

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• To propose recommendations for enhancing employee satisfaction to improve

business performance.

• To know the welfare facilities provided by HLL.

.

COMPANY PROFILE

Corporate Profile

Hindustan Latex Limited (HLL) is a Government of India Company, under the

Ministry of Health and Family Welfare.

HLL was incorporated on March 1, 1966 with the objective of producing and

providing good quality condoms for the National Family Planning Program. The

foundation stone for the plant to be set up with Japanese Technology, in the natural

rubber rich state of Kerala was laid by the then Union Minister for Health and Family

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Welfare, Dr. Sushila Nayyar at peroorkada in Thiruvananthapuram on January 14,

1967. Commercial production at the plant commenced on April 5, 1969. HLL today is

one of the world’s largest manufacturers of condoms with an annual production

capacity of 800 million pieces.

Today over three decades and five years hence, HLL has developed an impressive

production infrastructure for a range of Contraceptives and Health Care Products.

Manufacturing facilities of HLL have the prestigious ISO 9002 and the ISO 14001

Certifications, the CE Mark for HLL’s Blood Bags and Condoms, and the 510(k)

Certification for its Condoms from the US FDA. HLL brands are being exported to

over 70 countries today.

HLL has set up a trust - Hindustan Latex Family Planning Promotion Trust

(HLFPPT), which is implementing various Social Projects with an objective of

bringing about planned behavioral change in some of the most backward areas in

India. HLFPPT has developed the expertise and has rich experience in successfully

carrying out various social projects in the field of Reproductive Health, Safe Sex and

AIDS Prevention.

Uniqueness of HLL - Our wide range of products for Contraceptive and Health Care

segments, which possibly no organization the world ever could offer. Today HLL

product range include:

Contraceptive Aids:

• Condoms

• Copper Ts

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• Oral Contraceptive Pills - ‘Saheli’ the Once-a-Week Pill, Mala D, and the

Preventol Emergency Contraceptive Pills

Health Care Aids:

• Blood Transfusion Bags

• Hydrocephalus Shunts

• Surgical Sutures

• Surgical and Examination Gloves

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Social Marketing Products:

• Ferro Plus-Iron and Folic Acid Tablets

• Jal Jeevan Oral Re-hydration salts

• Plast aid Medicated Plasters

History

To trace briefly, HLL’s landmarks in the 37th year since its commencement of

operations:

1969 - Commences on April 5, commercial production of Condoms at its plant at

Thiruvananthapuram. Production capacity at 144 million pieces a year.

1976 - Production capacity doubled with the addition of two more lines in the

molding section. Production capacity doubles to 288 million pieces.

1985 - The addition of the plants at Belgaum and Thiruvananthapuram with the latest

state-of-art Japanese Technology, raises HLL’s total Condom production capacity to

800 million pieces a year.

1991 - HLL recognized as a MOU signing organization by the Government of India.

HLL granted the 510(k) Certification by Food and Drug Administration (FDA) of the

US, needed for export of its Condoms to the USA.

1992 - Diversifies into manufacture of Surgical & Examination Gloves. Commences

formulation and tabletting of Saheli once-a-week pill at Belgaum.

1993 - Plant for formulation and tabletting of Mala-D Oral pills, commissioned at

Belgaum.

1994 - Commences production of Copper-T Intra-Uterine device at its Aakkulam

plant. Commences commercial production of Ceredrain Hydrocephalus Shunts.

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1994-1995 - Introduces Surgical, Synthetic and Catgut Sutures.

1995-1996 - Introduces HL-Haemopack Blood Transfusion Bags. HLL awarded the

NF mark by the Laboratoire National Diseases, France, which is the certification

required for export of its Condoms to the European Nations.

1996 - HLL granted ISO 9002 - for its efficient Quality Management Systems - for its

Peroorkada plant manufacturing Condoms, and Aakkulam plant manufacturing Blood

Bags, Copper-T and Hydrocephalus Shunt.

1997 - HLL, the only Company from India selected by WHO for obtaining their

requirements of Condoms-for reaching countries worldwide.

1998 - HLL Peroorkada plant granted the prestigious CE mark- the prime requisite for

export of Condoms to the European Economic Community (from June 1998) - by

GMED, France, the official French Certification Agency.

HLL’s Aakkulam plant also receives the CE mark from SGS Yarsley International

Certification Services, UK for its Blood Bags.

Hindustan Latex Family Planning Promotion Trust (HLFPPT) commences several

social marketing projects and services all over the country.

1999-2000 - Receives MOU award and Certificate of merit from the Vice President of

India, for excellence in the achievement of MOU targets. HLL’s Aakkulam plant

receives ISO 14001 certification.

This certification signifies : Commitment to

Protect environment and prevent pollution.

Compliance with all Environment laws and regulations.

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Health and Safety of Employees and,

Conservation of energy and natural resources.

2002 - HLL’s Peroorkada plant and Belgaum plant awarded the ISO 14001

certifications. HLL’s Kanagala (Belgaum) plant awarded the CE mark for its

Condoms. Awarded the Certificate of Merit by CAPEXIL for export achievements for

2001-2002. Introduces HL HAEMOSAFE Instant Needle and Syringe Destroyer, a

fool proof system for destroying used needles.

2003 - HLL received on April 5, 2003, the MOU award of the Government of India,

from His Excellency the President of India Dr. A. P. J. Abdul Kalamji, for excellence

in the achievement of MOU targets for 2001-2002. Achieves highest turnover of Rs.

150 Crores. Records highest profits (PBDIT) of Rs. 20.30 Crores. Paid dividend of

Rs.2.50 Crores to the Government of India. Introduces of Preventola Emergency

Contraceptive Pills. Introduces for Blood Bank automation, two specially designed

products - HiCare Blood Collection Monitor and HiCare Tube Sealer for sealing

Blood Bags. HLL commences trial production of Surgical Sutures and Tissue

Expanders at its plant at Aakkulam in Thiruvananthapuram.

During 2002-2003 - HLL exported Rs.13 Crores worth of its Condoms, Blood Bags,

Hydrocephalus Shunts, and Latex Gloves to over 60 countries around the world. HLL

attains top position in the area of social marketing, with added thrust from the

Hindustan Latex Family Planning Promotion Trust (HLFPPT). Commercial

production of Surgical Sutures launched on September 27, 2003 by the Union

Minister for Health and Family Welfare Smt. Sushma Swaraj.

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2004- Launched Moods condoms in the Middle East on January 22. HLL’s Female

Condom launched on February 13, 2004, by the Secretary, Dept. of Family Welfare

Sri P.K. Hota, IAS at New Delhi. HLL Sanitary Napkins Sakhia launched at a special

function in Indore on February 29. HLL new Unit at Cochin Special Economic Zone

(CSEZ) inaugurated by the Chairman on March 4, 2004.

Records the highest turnover yet of Rs. 162.54 crores and profits (after tax) of

Rs.18.81 crores. CONSAP Contraceptive Cream for women, launched at Chennai in

June 2004. Received from the Prime Minister of India on September 4, 2004, the

Government of India MOU Award on being adjudged amongst the top ten Of the

Central Public Sector Unitsm, on the basis of MOU targets achieved. Paid a Dividend

of 24.21% to the Government of India, amounting to Rs.386 lakhs on November 25,

2004. Launched in collaboration with M/s Becton and Dickinson, Autoloka Auto

destructive syringes, a special function at New Delhi on December 16,2004.

HLL’s Peroorkada Plant at Thiruvananthapuram awarded the Golden Peacock

National Quality Award by the Institute of Directors, on the occasion of the 15th

World Congress on Total Quality organised at Mumbai on January 14, 2005. Paid

Interim Dividend of 20% amounting to Rs. 242.5 lakhs for the period April -

November 2004, to the Union Minister for Health and Family Welfare

Sri Anbumani Ramdoss at New Delhi on January 19, 2004. Also contributed Rs 20

lakhs to Prime Ministers Relief Fund.

2005-HLL have received best safety award from national safety council from state

labour minister. HLL also announced the launched of auto lock syringes & made

alliance with female health company, Chicago.

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HLL has started marketing through it Any Time Condom(ATC) vending machine at

most all public places.

Kanagala plant

Executive Director(Operations)

Hindustan Latex Limited

Kanagala , Belgaum - 591225

Karnataka , India

Ph: +91-8333- 279244, 279207

Fax: +91-8333-279245, 279206

E Mail: hllnfk@sancharnet.in

Kanagala Plant of HLL has been set up in such a place where Severe unemployment

problems were prevailed. Kanagala is small village in Hukkeri Taluka of Belgaum

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District. It is on the National Highway No.4 and it is about 55 km form Belgaum and

15 kms from Nippani.

The population of Kanagala village is about 15000 and majority of the villagers are

engaged in agriculture. The Kanagala area a is industrially and economically

backward. In order to provide the employment to the native people and to improve the

standard of living of the village people, Shri. B. Shnakarananda, the Former Minister

of Health and Family Welfare, Govt. of India, who has from the village, took the

Initiative in establishment of Kanagala unit of HLL.

HLL unit of Kanagala plant is having an area of about 28 Acres of land, about 3/4th

of the total area is occupied by Factory building which consists of administrative

building, main factory building. HLL was incorporated as a company under the

ministry of Health and Family welfare of Government of India on March, 1969. HLL

has been assisting nations massive family planning program by providing

indigenously loco priced, high quality contraceptive namely CONDOMS. HLL is

today the largest manufacturer of condoms in the country with its two plants at

Belgaum in Karnataka state and one at Thiruvananthapuram in Kerala State, set up in

collaboration with M/s. OKAMOTO INDUSTRIES INC. JAPAN having installed

capacity of 608 Million pieces of condoms annually.

HLL has moved on from the status of single product manufacturer to a multi product

one, stepping into the reaction of health aids. The product range of HLL includes

condom, copper- T, Blood Bags, Hydro cephalous shunts,Non-steroidal oral

contraceptive pills and tabulating of Steroidal contraceptive pills "MALA –D/N".

HLL is also Engaged in the trading of premium quality surgical sutures.

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28


Kanagala plant in Belgaum, Karnataka commenced Operation ,with the production of

condoms in 1985 using Japanese technology. It was expanded with the tabulating

facility for Birth control pills, Mala-D/N and Saheli commenced in 1992. The

tabletting of Emergency Contraceptive pills was started in 2003. Manufacturing

Facility for Centchroman Bulk drug was added in 2004.

Electrical and maintenance department, boiler room, effluent plant, building, stores,

ammonia storage locker room, office,canteen, assistance aid room, and within that

area, there is a hostel for unmarried employees. The factory premises also include two

quarters for GM/DGM (Operations and Production).There is separate building

constructed for the Production of Mala -DIN. Coral contraceptive pills as the

Diversification project of HLL at Kanagala unit. The Established Kanagala unit of

HLL is to manufacture the Thinnest condoms and hence it is called condom factory

and also it provides contraceptive pills MALA D/N. the main object of this is to

provide employment opportunity to those people, who are coming form rural areas.

The Kanagala unit of its industrial background object is to develop the area and

improving the standard of living of the people.

The manufacturing unit has ISO 9002 certification. The production facility for Birth

control pills has been set up in line with WHO good manufacturing practice.

List of Quality Certifications

• ISO9001-2000 Certificate

• GMP Certificate

• CE Mark Certificate

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29


• ISO14001: 2004 Certificate

• ISO 13485: 2003

MANAGEMENTSTRUCTURE

The Management of HLL Kanagala plant is similar to that of Management of HLL

unit at Thiruvananthapuram of Kerala State.

The Chief Executive of the Kanagala Unit is the Deputy Genera Manager (Parma ) is

Shri Padmanabhan.

HLL VISION

"Innovating for Healthy Generations"

HLL MISSION 2010

The vision statement is further crystallised through a mission statement focused

on the 5 identified drivers to achieve this vision, viz., customer, employees, business,

industry and social initiatives.

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30


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31


Strengths and Capabilities

• Over thirty years experience in the manufacture of latex based products and

voer the past decade of Polymer based products.

• Highly proficient expert team of Technical and other personnel to envision

and implement any task.

• Hands of experience of having implemented three expansion projects.

• Thoroughly modernised its existing manufacturing units indigenously,

utilising the expertise of its own technical personnel.

• Technical expertise in the area of Technology Transfer. Setup indigenously

world class production facilities for the manufacture of Blood Transfusion

Bags, Hydrocephalus Shunt and Copper-T’s.

• Providing Consultancy Services for the setting up of a Blood Bag Unit in West

Bengal.

MANUFACTURING PROCESS

The manufacturing process of condoms can be broadly

BABASABPATIL
32


Classified into 3 main operating viz-

1) Compounding of latex.

2) Molding of compounded latex.

3) Vulcanization of molded project.

4)Inspection Process

5)Packing

Products of HLL Kanagala

Condoms having various brand names:

1.Nirodh-Free supply

2.Nirodh-New Lubricated

3.Deluxe

4.Super Deluxe

5.Moods

6.Rakshak

7.Share

8.Masti

9.Nymph

10.Ustad

11.Sparsh

12.Pick me

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33


13.Zaroor Rangeela

Oral Contraceptive Pills for females

01.Mala-D

02.Mala-N

03.Saheli

04.Apsara

05.Preventol

06.Arpan

07.Choice

08.Mukti

09.Julie

10.Khushi

Health care Aids

01.Blood Transfussion Bags

02.Surgical Suteires

03.Surgical & Examination gloves

04.Hand Gloves

Human Resources

Vision

Fostering employee excellence in support of building the National’s best Health Care

Company.

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34


Mission

To provide company wide leadership in formulating human resource policies and

programmers that enhance the quality of employee services and encouraging

employee contributions towards sustaining HLL’s continued excellence.

To collaborate with all other departments in supporting effective recruitment,

development and maintenance of a highly competent workforce.

To be a strategic partner in creating a work environment which fosters individual

achievements, teamwork, integrity, professionalism and accountability.

To foster a meaningful, environmental friendly and productive work environment and

ensure positive contribution to the community around us.

Objectives

Exercise leadership in modeling and implementing successful human resource

policies and practices that help unleash employee potential.

Create an organizational ambience where talents can bloom and support the

management’s efforts to foster a high performance workforce.

Support local efforts to recruit, develop and retain a highly qualified work force by

building market practices and effective employer practices into human resource

methodologies.

Encourage, support, reward and recognize creativity, innovation, individual and team

performance.

BABASABPATIL
35


Provide competitive terms and conditions of employment to the work force through

building up a reward and recognition mechanism that provides value for people.

HR Philosophy

We,

* Believe in the potential of our most valuable assets- Our employees.

* Believe and trust our employees.

* Strive for excellence.

* Exhibit the values of honesty, integrity and respect among our employees and the

public in our work and conduct.

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36


ORGANIZATION

CHART

The Kanagala is divided into the following Departments:

1. Operations and production

2. Boiler house

3. Machine shop

4. HR

5. Accounts

6. Purchase

7. Stores

8. Dispatch

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37


9. Systems

10. Safety

11. Electrical

SAMPLE & SAMPLING TECHNIQUES

When the filed of enquiry is large, a small representation of The larger whole is taken.

The selected respondents are ethnically called the sample and the selection process is

Called "Sampling Technique". In this study the investigator Has selected fifty

respondents comprising about 14.3% of the universe.

RESEARCH METHODOLGY:

a)The research design descriptive: The primary information collected through

questionnaire. The questionnaire were personally given to each other.

b)Data Collection Method: The information necessary for this survey is collected

by trapping primary and secondary sources.

BABASABPATIL
38


Primary Sources.

• Questionnaire

• Personal Interaction

Secondary sources

• Previous reports on employee satisfaction

• Related information from internet.

• Books and publication

TOOL OF DATA COLLECTION

A tool is an aid with which necessary and relevant Information can be fetched

systematically to the subject matter.

The interview method was the tool of data collection, which Was used by

investigator. The schedule contains several Question resulting to different aspects of

the problems under analysis. Open and closed - ended questions were used for the

interview.

RESEARCH DESIGN

The research design is the conceptual structure within which research is conducted.

The preparation of such a design facilitates research to be as efficient as possible

yielding maximal information with minimal expenditure of time,effort and money.

The present study is exploratory in nature, in the sense that An attempt has been made

to explore the minds of the Workers with respect to various parameters that affect the

Level of satisfaction.

the interview method was chosen primarily because:

BABASABPATIL
39


It is more personal in nature. This facilitates better response and thus effective

information can be gathered from the respondents It makes easier for the respondents

to understand the objectives of the investigator and the study.

There is a certain amount of flexibility, which can be helpful in gathering information

in greater depth. Probability of securing spontaneous reactions is high.

LIMITATIONS OF THE STUDY

1. It applied to only permanent employees of the HLL.

2. Only 50 respondents were taken out of 348, so it may not resemble the total.

3. Some of the questions in the interview schedule were not responded since the

employee found it too sensitive to be answered.

Data analysis:
Data analysis was made based on questionnaire. Graphs have been used to know the

level of satisfaction of the employees towards welfare measures. This analysis is

helpful in recommending improvements in welfare measures

ANALYSIS AND INTERPRETATION OF DATA

Analysis and interpretation are central steps in the research process.

Analysis of data means studying the tabulated material in order to Determine inherent

facts or meanings. It involves breaking down Existing complex factors in to simpler

parts and putting the parts Together in new arrangements for the purposes of

interpretation. Thus The global of analysis is to submit summarize the collected data

in Such a way that they provide answers to the questions that triggered

BABASABPATIL
40


the research.

Interpretation is the search for the broader meaning of research findings. Through

interpretation, the meaning s and implications of the study become clear. An analysis

is not complete without interpretation; and interpretation cannot proceed without

analysis.

This chapter aims at presenting the resulted of the study in a logical and convenient

form through simple tables, graphs and charts and explaining simple descriptive

measures. It also aims at picking out the crucial results of the study. The entire

chapter has been broken down into several .sub-chapters so as to facilitate easy

understanding of facts and figures.

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41


1. I feel I am being paid a fair amount for the work I do in HLL.

Sr Respondent
N0 Option s Percentage
1 Disagree very much 5 10
2 Disagree moderately 3 6
3 Disagree slightly 1 2
4 Agree slightly 2 4
5 Agree moderately 33 66
6 Agree very much 6 12
Total 50 100

Respondents

35
30
Percentage

25
20
Respondents
15
10
5
0
y

h
h

y
t ly

ly
el

uc
uc

el
ht
gh
at

at

m
m

ig
er

er
sli

sl
ry

ry
od

od
e

e

ve
ve

re
m

re

m

e
e

ag

Ag
ee

e
re

re
re
s

Ag
ag

gr

Di

Ag
sa
s
Di

Di

"Money” as they say, "Is the Life and Blood of Every Business". Large part of money

of the profile or be it loss makes the part of the salaries to the employees and this is

One of the important reasons as to why an employee would do work.

In below mentioned table, the investigator has tried to gauge the employee's

satisfaction towards the salary and reasons in it. More 82% of employee say that they

agree that being paid a fair amount for the work they do in HLL

BABASABPATIL
42


2. There is really too little chance for promotion on my job.

Sr Respondent
Total 50 100

Respondents

40
35
30
Percentage

25
20 Respondents
15
10
5
0
y

h
h

y
t ly

ly
el

uc
uc

el
ht
gh
at

at

m
m

ig
er

er
sli

sl
ry

ry
od

od
e

e

ve
ve

re
m

re

m

e
e

ag

Ag
ee

e
re

re
re
s

Ag
ag

gr

Di

Ag
sa
s
Di

Di

As they say “Growth is Life” employee are also will to grow ahead what they are

today in order to meet future challenges. From the above graph and table we can see

that 78 %employee of HLL see that there is too little Chance of growth and small

amount of employee say that 8% say they have moderate chance of promotion.

BABASABPATIL
43


3. My supervisor is quite competent in doing his/her job.

Sr Respondent
Total 50 100

Respondents

25
20
Percentage

15
Respondents
10
5
0
y

h
h

y
t ly

ly
el

uc
uc

el
ht
gh
at

at

m
m

ig
er

er
sli

sl
ry

ry
od

od
e

e

ve
ve

re
m

re

m

e
e

ag

Ag
e

e
re

re
re

re
s

Ag
ag

Di
ag

Ag
s

s
Di

Di

More than 68 % of employee say that there supervisor is quite competent in doing

his/her job were as only 24% employee say that they are slightly agree with the

statement and 8% say do not agree.

BABASABPATIL
44


4. I am not satisfied with the benefits I receive in HLL.

Sr Respondent
Total 50 100
Respondents

30
25
Percentage

20
15 Respondents
10
5
0
y
h

y

h
t ly

ly
el
uc

el

uc
ht
gh

at
at
m

m
ig

er
er

sli

sl
ry

ry
od

od
e

e
ve

ve
re
m

re

m
e

e
ag

Ag

e
e
re

re
re

re
s
ag

Ag
Di

Ag
ag
s

s
Di

Di

More the 54% of employee say that they are satisfied with the benefits I receive in

HLL only 28% of the employee say that they are not satisfied with the benefits I receive

from the HLL

BABASABPATIL
45


5. When I do a good job, I receive the recognition for it that I should receive.

Sr Respondent
Total 50 100
Respondents

20
18
16
Percentage

14
12
10 Respondents
8
6
4
2
0
y

y
h

h
ly
t ly
el

el
uc

uc
ht
gh
at

at
m

m
ig
er

er
sli

sl
ry

ry
od

od
e

e
ve

ve
re
m

re

m
e

e
Ag
ag
e

e
re

re
re

re
s
ag

Ag
Di
ag

Ag
s

s
Di

Di

The above graph show the relation with supervisor with the worker 42% of employee

say that the receive the recognition for it that they should receive when they do good

job. Only 20 % employee say that they not receive the recognition for their job.

BABASABPATIL
46


6. Many of our rules and procedures in HLL make doing a good job difficult.

Sr Respondent
Total 50 100

Respondents

14
12
Percentage

10
8
Respondents
6
4
2
0
y

y
h

h
ly
t ly
el

el
uc

uc
ht
gh
at

at
m

m
ig
er

er
sli

sl
ry

ry
od

od
e

e
ve

ve
re
m

re

m
e

e
Ag
ag
e

e
re

re
re

re
s
ag

Ag
Di
ag

Ag
s

s
Di

Di

Rules and procedures in HLL make good job difficult for some employee about 44%

of employee think that it make the effect were as 28% say it do not effect the job

BABASABPATIL
47


7. I like the people I work with in HLL.

Sr Respondent
Total 50 100

Respondents

30
25
Percentage

20
15 Respondents
10
5
0
y

y
h

h
t ly

ly
el

el
uc

uc
ht
gh
at

at
m

m
ig
er

er
sli

sl
ry

ry
od

od
e

e
ve

ve
re
m

re

m
e

e
ag

Ag
e

e
re

re
re

re
s
ag

Ag
Di
ag

Ag
s

s
Di

Di

the above graph and table show that the employee like the people who work with them

in HLL about 86% of the employee say they like the people in HLL.

BABASABPATIL
48


8. I sometimes feel my job is meaningless.

Sr Respondent
Total 50 100
Respondents

25
20
Percentage

15
Respondents
10
5
0
y

y
h

h
ly
t ly
el

el
uc

uc
ht
gh
at

at
m

m
ig
er

er
sli

sl
ry

ry
od

od
e

e
ve

ve
re
m

re

m
e

e
Ag
ag
e

e
re

re
re

re
s
ag

Ag
Di
ag

Ag
s

s
Di

Di

the employee say that the work they do in the HLL is Meaningful and about 82% of the

employee support the statement. In the other hand 14% say that they have some less

meaning.

BABASABPATIL
49


9. Communications seem good within HLL.

Sr Respondent
Total 50 100
Respondents

25
20
Percentage

15
Respondents
10
5
0
y

y
h

h
ly
t ly
el

el
uc

uc
ht
gh
at

at
m

m
ig
er

er
sli

sl
ry

ry
od

od
e

e
ve

ve
re
m

re

m
e

e
Ag
ag
e

e
re

re
re

re
s
ag

Ag
Di
ag

Ag
s

s
Di

Di

A good and healthy Communications is needed to a good smooth running of the

origination 64% and above say that communication is good in HLL were as 26% say it

is at satisfaction level.

BABASABPATIL
50


10. Raises are too few and far between.

Sr Respondent
Total 50 100
Respondents

25
20
Percentage

15
Respondents
10
5
0
y
h

y

h
t ly

ly
el
uc

el

uc
ht
gh

at
at
m

m
ig

er
er

sli

sl
ry

ry
od

od
e

e
ve

ve
re
m

re

m
e

e
ag

Ag

e
e
re

re
re

re
s
ag

Ag
Di

Ag
ag
s

s
Di

Di

Raises in the HLL are at a periodical period of time so some employee think it is too far

or take more time were as other say that it is will take the corrects time.About 42% say

rases are few and 50% say

BABASABPATIL
51

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