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DESIGNATION & OFFICE ADDRESS:- MANAGEMENT TRAINEE,
SU-KAM POWER SYSTEMS LTD.
196 C, UDYOG VIHAR,
SECTOR – 37, GURGAON.
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CONTENTS
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HUMAN RESOURCES MANAGEMENT ISSUES
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‘People are our greatest asset’ is a mantra that companies have been chanting
for years. But only a few companies have started putting Human Resources
Management (HRM) systems in place that support this philosophy. There are a
number of challenges in the Indian industry which require the serious attention
of HR managers to ‘find the right candidate’ and build a ‘conducive work
environment’ which will be beneficial for the employees, as well as the
organization. The industry is already under stress on account of persistent
problems such as attrition, confidentiality, and loyalty. Other problems are
managing people, motivation to adopt new technology changes, recruitment and
training, performance management, development, and compensation
management. With these challenges, it is timely for organizations to rethink the
ways they manage their people. Managing HR in the knowledge based industry is
a significant challenge for HR managers as it involves a multi task responsibility.
In the present scenario, HR managers perform a variety of responsibilities.
Earlier their role was confined to administrative functions like managing
manpower requirements and maintaining rolls for the organization. Now it is
more strategic as per the demands of the industry.
Managing People
In view of the industry dynamics, in the current times, there is a greater demand
for knowledge workers. Resumes abound, yet companies still fervently search for
the people who can make a difference to the business. Often talented
professionals enjoy high bargaining power due to their knowledge and skills in
hand. The attitude is different for those who are taking up responsibilities at a
lesser age and experience. These factors have resulted in the clear shift in
approach to individualized career management from organization career
commitment.
Competency Development
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Human capital is the real asset for any organization, and this makes the HR role
important in recruiting, managing, and retaining the best. The HR department
has a clear role in this process and determines the success tempo of any
organization. An urgent priority for most of the organizations is to have an
innovative and competent HR pool; sound in HR management practices with
strong business knowledge.
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Attrition/Retention of the Talent Pool
One of the toughest challenges for the HR managers in the industry is to deal
with the prevalent high attrition levels. Though there is an adequate supply of
qualified staff at entry level, there are huge gaps in the middle and senior level
management in the industry. Further, the salary growth plan for each employee
is not well defined. This situation has resulted in increased levels of poaching and
attrition between organizations. The industry average attrition rate is 30–35 per
cent and could range up to 60 per cent.
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Introduction to the Organization
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CE (Coformite European) and UL (Underwriters laboratories)
certification for its products.
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EMPLOYEE SATISFACTION
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Research Methodology
Objectives:
Technique
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Scale Construction
For each category, the respondents are selected and then averages of
satisfaction and importance are computed for each question respectively. Then
the product of corresponding averages is computed to give the satisfaction
index.
= ∑SXi
∑i
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Table 1: TOTAL STRENGTH OF THE EMPLOYEES IN THE COMPANY
SAMPLE SIZE 50
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Analysis and Interpretation
3) Variation in Satisfaction
It includes two different ways:
Satisfaction level of the total respondents.
Department wise analysis of satisfaction level.
Salary wise analysis of satisfaction level.
Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a
score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for
critically important to a score of 1 for not at all important.
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TABLE 1: SATISFACTION INDEX FOR THE EMPLOYEES IN
SU-KAM POWER SYSTEMS LTD
Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a
score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for
critically important to a score of 1 for not at all important.
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Figure 1
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14
12
10
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Listing of Important Attributes
1. Working Environment.
2. Convenient Work Location.
3. Recognition for the Work Done.
4. Friendly Working Environment.
5. Opportunities for Flexible Working.
6. Working in a ‘Dynamic’ Organization.
7. Working in a Reputed Organization.
8. Interesting & Enjoyable Work.
9. Work that gives a sense of Achievement.
10.Working with Young People.
11.Job Security.
12.Opportunities for Personal Development.
13.Opportunities for Promotion/Career Prospects.
14.Fair Payment for the Work Done.
15.Good Policies.
After analyzing all the attributes for the given sample, it was found that Work
Location is Critically important to all employees (I = 4.48) followed by working
with young people (I = 4.20) working in reputed organization (I = 4.06) and
other attributes which are very important are opportunities for flexible working (I
= 4.04) Friendly working environment (I = 3.90) followed by opportunities for
promotion & career prospects (I = 3.80).
Working in Dynamic organization and Job Security with same is also important (I
= 78) followed by opportunities for personal development (I = 74) and
recognition for the work done (I = 3.72).
Attributes like working environment (I = 3.44) and fair salary are also more
important followed by Good policies (I = 3.24) which are critically important.
Work that gives a sense of achievement (I = 3.14) and interesting & enjoyable
work (I = 3.12) are also equally important.
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Variation in Satisfaction
The Satisfaction Index for the total respondents is for the total respondents -
2.436 (Table 1 and Figure 1) which indicates that the employees are relatively
satisfied with the various services being catered by the company as against their
importance. It can be attributed to the fact that the company caters to the
various needs of the employees and it tries to provide the more important
needed services like Opportunities for promotions, Fair Salary and Good
Company Policies as and when needed.
The Satisfaction level of HR & Adm. Dept. is also good (Satisfaction Index =
2.664) followed by Sales & Marketing Dept. (Satisfaction Index = 2.390) and
Employees of Service Dept. (Satisfaction Index = 2.335) and IT & ERP Dept.
(Satisfaction Index = 2.106).
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TABLE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF
HR & ADMINISTRATION DEPARTMENT
Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a
score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for
critically important to a score of 1 for not at all important.
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FIGURE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF
HR & ADMINISTRATION DEPARTMENT
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20
15
10
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TABLE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF
ACCOUNTS DEPARTMENT
Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a
score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for
critically important to a score of 1 for not at all important.
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FIGURE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF
ACCOUNTS DEPARTMENT
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16
14
12
10
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TABLE 4: SATISFACTION INDEX FOR THE EMPLOYEES OF
POWER DIVISION
Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a
score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for
critically important to a score of 1 for not at all important.
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FIGURE 4: SATISFACTION INDEX FOR THE EMPLOYEES OF
POWER DIVISION
25
20
15
10
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TABLE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF SALES
& MARKETING DEPARTMENT
Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a
score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for
critically important to a score of 1 for not at all important.
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FIGURE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF
SALES & MARKETING DEPARTMENT
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18
16
14
12
10
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TABLE 6: SATISFACTION INDEX FOR THE EMPLOYEES OF
SERVICE DEPARTMENT
Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a
score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for
critically important to a score of 1 for not at all important.
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FIGURE 6: SATISFACTION INDEX FOR THE EMPLOYEES OF
SERVICE DEPARTMENT
25
20
15
10
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TABLE 7: SATISFACTION INDEX FOR THE EMPLOYEES OF
CUSTOMER CARE DEPARTMENT
Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a
score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for
critically important to a score of 1 for not at all important.
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FIGURE 7: SATISFACTION INDEX FOR THE EMPLOYEES OF
CUSTOMER CARE DEPARTMENT
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25
20
15
10
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TABLE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT &
ERP DEPARTMENT
Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a
score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for
critically important to a score of 1 for not at all important.
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FIGURE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT &
ERP DEPARTMENT
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18
16
14
12
10
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TABLE 9: SATISFACTION INDEX FOR THE EMPLOYEES OF
INCOME GROUP A ( less than equal to 75,000 p.a)
Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a
score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for
critically important to a score of 1 for not at all important.
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FIGURE 9: SATISFACTION INDEX FOR THE EMPLOYEES OF
INCOME GROUP A (less than equal to 75,000 p.a)
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14
12
10
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TABLE 10: SATISFACTION INDEX FOR THE EMPLOYEES OF
INCOME GROUP B ( 75,000 – 5,00,000 p.a)
Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a
score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for
critically important to a score of 1 for not at all important.
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FIGURE 10: SATISFACTION INDEX FOR THE EMPLOYEES OF
INCOME GROUP B (75,000 – 5,00,000 p.a)
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16
14
12
10
6
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TABLE 11: SATISFACTION INDEX FOR THE EMPLOYEES OF
INCOME GROUP C ( more than 5,00,000 p.a)
Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a
score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for
critically important to a score of 1 for not at all important.
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FIGURE 11: SATISFACTION INDEX FOR THE EMPLOYEES OF
INCOME GROUP C (more than 5,00,000 p.a)
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18
16
14
12
10
6
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• Salary wise analysis of Satisfaction Level
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CONCLUSION
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REFERENCES
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