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SUMMER TRAINING PROJECT REPORT

ON

“EMPLOYEE SATISFACTON”

FORTOWARDS PARTIAL FULFILMENT OF

POST-GRADUATE DIOPLOMA IN MANAGEMENT(PGDM)

(AFFILIATED TO AICTE,NEW DELHI)

UNDER THE GUIDANCE OF SUBMITTED BY

MR. S.P. SINGH ANAMIKA SINGH

SENIOR MANAGER(TRAINING)

Hindustan Aeronautics Ltd.

Lucknow.

Session (2010-2012)

Department Of Post Graduate Diploma In Management



Babu Banarasi Das

National Institute of Technology &Management

LUCKNOW (U. P.) INDIA

CERTIFICATE

This is to certify that Industrial Internship Report entitled

Employee Satisfaction on Hindustan AeronauticsLimited

submitted by

Anamika Singh

Towards the partial fulfillment of the degree of

Post Graduate Diploma in Management (PGDM)

( 2 Years’ Post Graduate Programme duly approved by AICTE, MHRD, GoI )

in the Academic Year 2010-11

is a record of the student’s own work carried out at

“HINDUSTAN AERONAUTICS LIMITED”



Mr. S. P. Singh Mr. Atul KumarSingh Senior Manager(Training) Dean PGDM,

Hindustan Aeronautics Ltd. BBDNITMLucknow Lucknow

PREFACE

The field of business professional study is incomplete without practical knowledge.

Therefore, winter training program is designed to provide a glimpse of real work

environment of organization. These real life situations are entirely different from the

simulated exercises in all artificial environments inside the classroom. This fact

consolidates the session of winter training in PGDM curriculum. Training can be

described as a planned process to modify attitude, knowledge or skill behavior through

learning experience to achieve effective performance in an activity or range of activities.

In order to achieve practical positive and concert results, the classroom had to be

effectively wedded to the realities of the situation existing outside the classroom to

develop managerial and administrative skills.

The project has been written in simple words to explain the competition in real life

situations. I expect that this work will be helpful for managers of Hindustan Aeronautics

Limited.



ACKNOWLEDGEMENT

I,ANAMIKA SINGH,student of BABU BANARASI DAS NATIONAL INSTITUTE OF

TECHNOLOGY AND MANAGEMENT,LUCKNOW is extremely greatful to HINDUSTAN

AERONAUTICS LIMITED (ACCESSORIES DIVISION) LUCKNOW for giving me an

opportunity to undergo summer internship and prepare this project report. I take this

opportunity to express my gratitude and respect to all those who helped me throughout

the duration of this training.

I am indebted to my mentor Shri CHATURBHUJ BHAMA, PO(HR) for his active

guidance, project directive and continuous interaction/monitoring till the completion of

the training.

I am greatful to Shri S. P. SINGH (SENIOR MANAGER TRAINING) for providing me all

assistance to prepare this project report.

I express my sincere thanks to Shri A. K. SHARMA (HR MANAGER) for his valuable

suggestions and moral support during the study.

Last but not the least I am indebted to Shri S. P. SINGH, SENIOR

MANAGER(TRAINING) and head of the TECHNICAL TRAINING CENTER LUCKNOW



DIVISION who has been an unfailing source of inspiration at every step of the project

preparation.

ANAMIKA SINGH

EXCECUTIVE SUMMARY



CONTENTS

• PREFACE

• ACKNOWLEDGMENT

• EXCECUTIVE SUMMARY

• ABSTRACT

• INTRODUCTION

PROJECT DETAILS

BACKGROUND INFORMATION OF HINDUSTAN AERONAUTICS

LIMITED

• RESEARCH DESIGN

RESEARCH TOPIC

SAMPLING USED

DATA USED IN STUDY

TOOLS AND TECHNIQUES USED FOR ANALYSIS

• DATA ANALYSIS AND INTERPRETATION

DIAGRAMMATICAL REPRESENTATION OF DATA

• RESEARCH FINDINGS

• SUGGESTIONS



• LIMITATIONS

• CONCLUSION

• BIBLIOGRAPHY

• APPENDICES

ABSTRACT

In my point of view study of employee satisfaction helps the organizations to maintain

standards and increase productivity by motivating the employees. It gives a clear picture

of how much the employees are capable and their interest at work place, what are the

things that satisfy the employees.

Human Resource are the most important resource for any organization and so the study

of employee satisfaction helps to know the working condition, things that affect them and

hinder their work.Although majority of work is done by the machines or equipments but

wiyhout any manual help nothing can be done so the study on employee satisfaction is

necessary.

It can be tempting to focus on the negative, what is going wrong, however employee

research should also be used to motivate staff.

By learning about its employees and their satisfaction an organization can take action to

increase the workers sense of involvement with the organization and its objectives,

improve retention rates and enhance the mutual understanding, provide clear insights

into the areas of under performance, leading to increased loyalty, enhanced profitability.



INTRODUCTION



HINDUSTAN AERONAUTICS LIMITED

Hindustan Aeronautics Limited (HAL) came into existence on 1st October 1964. The

Company was formed by the merger of Hindustan Aircraft Limited with Aeronautics India

Limited and Aircraft Manufacturing Depot, Kanpur.

The Company traces its roots to the pioneering efforts of an industrialist with

extraordinary vision, the late Seth Walchand Hirachand, who set up Hindustan Aircraft

Limited at Bangalore in association with the erstwhile princely State of Mysore in

December 1940. The Government of India became a shareholder in March 1941 and

took over the Management in 1942.

Today, HAL has 19 Production Units and 9 Research and Design Centres in 7 locations

in India. The Company has an impressive product track record - 12 types of aircraft



manufactured with in-house R & D and 14 types produced under license. HAL has

manufactured over 3550 aircraft, 3600 engines and overhauled over 8150 aircraft and

27300 engines.

HAL has been successful in numerous R & D programs developed for both Defence and

Civil Aviation sectors. HAL has made substantial progress in its current projects :

• Dhruv, which is Advanced Light Helicopter (ALH)

• Tejas - Light Combat Aircraft (LCA)

• Intermediate Jet Trainer (IJT)

• Various military and civil upgrades.

Dhruv was delivered to the Indian Army, Navy, Air Force and the Coast Guard in March

2002, in the very first year of its production, a unique achievement.

HAL has played a significant role for India's space programs by participating in the

manufacture of structures for Satellite Launch Vehicles like

• PSLV (Polar Satellite Launch Vehicle)

• GSLV (Geo-synchronous Satellite Launch Vehicle)

• IRS (Indian Remote Satellite)

• INSAT (Indian National Satellite)

HAL has formed the following Joint Ventures (JVs) :



• BAeHAL Software Limited

• Indo-Russian Aviation Limited (IRAL)

• Snecma HAL Aerospace Pvt Ltd

• SAMTEL HAL Display System Limited

• HALBIT Avionics Pvt Ltd

• HAL-Edgewood Technologies Pvt Ltd

• INFOTECH HAL Ltd

Apart from these seven, other major diversification projects are Industrial Marine Gas

Turbine and Airport Services. Several Co-production and Joint Ventures with

international participation are under consideration.

HAL's supplies / services are mainly to Indian Defence Services, Coast Guards and

Border Security Forces. Transport Aircraft and Helicopters have also been supplied to

Airlines as well as State Governments of India. The Company has also achieved a

foothold in export in more than 30 countries, having demonstrated its quality and price

competitiveness.

EVOLUTION AND GROWTH OF THE COMPANY

The Company's steady organisational growth over the years with consolidation and

enlargement of its operational base by creating sophisticated facilities for manufacture of

aircraft / helicopters, aeroengines, accessories and avionics is illustrated below:





MISSION

" To become a globally competitive aerospace industry while working as an instrument

for achieving self-reliance in design, manufacture and maintenance of aerospace

defence equipment and diversifying to related areas, managing the business on

commercial lines in a climate of growing professional competence ".

VALUES

CUSTOMER SATISFACTION

We are dedicated to building a relationship with our customers where we become

partners in fulfilling their mission. We strive to understand our customers ' needs and to

deliver products and services that fulfill and exceed all their requirements.

COMMITMENT TO TOTAL QUALITY

We are committed to continuous improvement of all our activities. We will supply

products and services that conform to highest standards of design, manufacture,

reliability, maintainability and fitness for use as desired by our customers.

COST AND TIME CONSCIOUSNESS

We believe that our success depends on our ability to continually reduce the cost and

shorten the delivery period of our products and services. We will achieve this by

eliminating waste in all activities and continuously improving all processes in every area

of our work.



INNOVATION AND CREATIVITY

We believe in striving for improvement in every activity involved in our business by

pursuing and encouraging risk-taking ,experimentation and learning at all levels within

the company with a view to achieving excellence and competitiveness.

TRUST AND TEAM SPIRIT

We believe in achieving harmony in work life through mutual trust, transparency, co-

operation, and a sense of belonging. We will strive for building empowered teams to

work towards achieving organisational goals.

RESPECT FOR THE INDIVIDUAL

We value our people. We will treat each other with dignity and respect and strive for

individual growth and realisation of everyone's full potential.

INTEGRITY

We believe in a commitment to be honest, trustworthy,and fair in all our dealings. We

commit to be loyal and devoted to our organisation. We will practise self discipline and

own responsibility for our actions. We will comply with all requirements so as to ensure

that our organisation is always worthy of trust.







CUSTOMERS:

International Customers Domestic Customers

• Airbus Industrie, France

• APPH Bolton, UK

• BAE Systems, UK

• Chelton, UK

• Coast Guard, Mauritius

• Corporate Air, Philippines

• Cosmic Air, Nepal

• Dassault Aviation, France

• Dowty Aerospace Hydraulics, UK• EADS, France

• ELTA, Israel

• Gorkha Airlines, Nepal

• Hampson, UK

• Honeywell International, USA

• Island Aviation Services, Maldives

• Israel Aircraft Industries, Israel

• Messier Dowty Ltd., UK

• Mistubishi Heavy Industries, Japan

• MOOG, USA

• Namibian Air Force, Namibia

•

Peruvian Air Force , Peru• Rolls Royce Plc, UK

• Royal Air Force, Oman

• Royal Malaysian Air Force, Malaysia

• Royal Nepal Army, Nepal

• Royal Thai Air Force, Thailand

• Smiths Industries, UK

• Snecma, France

• Strongfield Technologies, UK

• The Boeing Aircraft Company, USA

• Transworld Aviation, UAE

• Vietnam Air Force, Vietnam

• Air India

• Air Sahara

• Airports Authority of India

• Bharat Electronics

• Border Security Force

• Coal India

• Defence Research & Development Organisation

• Govt. of Andhra Pradesh

• Govt. of Jammu & Kashmir • Govt. of Karnataka

• Govt. of Maharashtra

• Govt. of Rajasthan

• Govt. of Uttar Pradesh

• Govt. of West Bengal

• Indian Airforce

• Indian Airlines

• Indian Army

• Indian Coast Guard

• Indian Navy

• Indian Space Research Organisation

•

Jet Airways• Kudremukh Iron ore Company ltd.

• NALCO

• Oil & Natural Gas Corporation Ltd.

• Ordnance Factories

• Reliance Industries

• United Breweries



CITIZENS CHARTER

This Charter is a declaration of our commitment, expectations and highest standards

with Total Quality, to achieve excellence in Design, Manufacture and Maintenance of

Aerospace defence equipment, Software development for Aerospace application and

Design Consultancy by managing the business on commercial lines in the most fair,

honest and transparent manner, with corruption-free service for the benefit of the

Customers who are our partners in progress to ensure safe custody of public money.

COMMITMENT

• Absolute integrity and dedication

• Total customer satisfaction

• Honesty and transparency

• Courtesy and promptness

• Fairness

• Total quality

• Innovation and creativity

• Trust and team spirit

• Respect for the individual

• Humility



• Compassion

• We commit ourselves to do our duty to the best of our ability, integrity and

efficiency with the prime motto of fulfilling the customer’s, shareholders' and

individuals requirements and to rise to their expectations and beyond.

OUR EXPECTATIONS

• Be prompt and reasonable

• Be fair, honest and transparent in dealings.

•

Adhere to time and delivery schedules

• Extend your cooperation in all our endeavor

• Provide us detailed specifications

• Acquaint us with the systems and maintenance procedures and product

performances criterion

• Indicate realistic schedule and make prompt payment

• Comply with the service instructions and timely maintenance procedures.

STANDARDS

• Strictly adhere to the standards, specifications stipulated in ISO-9001

• Ensure that our products reflect the state-of-the-art technology and competitive

prices

• Deliver our products as per the agreed delivery Schedules

• Produce goods and services of the highest standards to fulfill all your

requirements



• Declare that our products have gone through the strictest quality control norms

and guarantee the total technical life of the product.

• Assure you of the highest standard of service and are ever willing to share our

knowledge and expertise with you\

• Acknowledge all correspondence from you within ten working days of its receipt

• Respond to all your communications within twenty working days of its receipt

• Clear your financial dues within thirty working days from receipt of genuine and

bonafide claims.

• Strictly adhere to the delivery schedules committed by us to you

• Work as an instrument of self-reliance in aerospace defence equipment

• Strive to attain international standards to become globally competitive. Our R&D

efforts should enable us to be a strong force to reckon with in the global scenario

• Make sincere efforts in meeting all our social obligations towards the community

in general

• Always strive to maintain cordial relations with the community

COST AND TIME

• Always be sensitive to our social obligations and maintain the highest ethical

standards in all our endeavors, business and economic activities.

• Always strive to achieve economy in all our products and services without

compromising the quality standards.

• Always remain competitive in the market through continuous improvement in our

technology



• Always strive to reduce the cost and shorten the delivery schedules of our

product and services. We shall eliminate wasteful practices and continuously

improve in all areas of our work. We shall hold our capital assets in public money

in absolute trust and shall commit ourselves to achieve our economic progress

competently and in socially acceptable ways.

• Provide at international competitive prices.

CORRUPTION FREE SERVICE

•adopt systems and procedures which leave no scope for any corrupt practice

• Maintain absolute confidentiality of the information/complaints

• Believe that means and ends cannot be separated. Good end calls for good

means. Good means cannot but lead to good ends. There shall be no need for

anyone at any time to offer bribe or any other inducement for doing business with

us. We shall promptly and expeditiously enquire into all genuine and legitimate

complaints of corruption against any employee of our organization

• Shall always be honest and transparent and would like to be seen as honest. We

shall not claim any judicial privilege for our documents and records except in rare

cases and that too in the interest of national security.

• Shall implement all the policies and directives of Central Vigilance Commission.

COMPLAINTS AND GRIEVANCES

• Keep our complaint and grievance redressal Machinery open and receptive to

you.



• Acknowledge your complaints and commit ourselves to redress them within a

period of thirty working days on receipt of the complaints.

• Should you still have any complaint or grievance you may also take up the matter

with the designated officer heading the public grievance committee at our

corporate and divisional offices.

• Acknowledgment of grievances and disposal thereof within 30 days. In case of

any complaint or grievance, please take up the matter with the officer nominated

by the division for redressal of public grievance in the division which is headed by

an officer of the grade of a DGM.

• Promptly take action against the complaints by going into the genuineness and

roots of the complaints and within a time frame attend to the grievances.

HELP LINE

• All our Divisions, Service Stations and Corporate office are ever willing to provide

you the help and assistance required in the selection, design, manufacture and

maintenance of any of our products and services.

• We shall equip our public relations department suitably to render you all general

information, which is of common interest.

• You are also welcome to visit us at our website: www.hal-india.com for immediate

help and assistance to meet your product and services requirement.

• A network of help line personnel will be identified in each division/complex, which

will provide immediate assistance in various matters.



HAL MANAGEMENT ACADEMY

HAL Management Academy (HMA) was

established by the corporate management of

Hindustan Aeronautics Limited, way back in

August 1969, under the then name of HAL Staff College. It was re-named HAL

Management Academy in June 2001 to reflect its focus on management development,

consultancy and research. HMA has now competed 35 years of fruitful contribution to

the cause of management education.

Responding to the need amongst practising managers to constantly refresh and update

their managerial skills, HMA offers a variety of programs in an open and short duration

format. These programs form a part of a larger focus on Executive education. HMA’s

programs prepare practising managers to meet the challenges of today’s dynamic

business milieu.

These programs provide exposure to the latest development in managerial practice at a

global as well as local level.

HMA’s programs break fresh ground in management thinking as well as practice.

Participants gain insight into both theory as well as application of the latest in

management. Participants are encouraged to apply learning in their organizational

contexts, with a view to formulate strategies for post-program implementations.



Programs at HMA provide not just individual learning, but also the opportunity to network

with other practising managers in the area, providing for active sharing of experience as

well as building useful contacts.

The programs offered are conducted by HMA Faculty, who provide a unique blend of

academic, research as well as consulting skills. In addition, all participants have access

to the vast infrastructure as well as resources of the institute.

MANAGEMENT DEVELOPMENT PROGRAMS

The Programs conducted at HMA are broadly categorized into

• Individual Development

• General Management

• Functional/ Technical Programs

• Leadership Programs

Certain programs provide opportunity for experiential learning inside and outside the

classroom. Action oriented learning is imparted through outbound training in serene

settings away from the hustle bustle of the city.



FACULTY

HAL Management Academy has qualified and experienced full time faculty who have

worked for several years in production divisions. In addition, senior executives from

different divisions are also invited as guest faculty. Apart from this, expert faculty from

reputed institutions like the Indian Institute of Management, the Indian Statistical

Institute, the Administrative Staff College of India, the Indian Institutes of Technology,

the Indian Institute of Science and other well known trainers, consultants are also invited

to handle sessions on specialized topics.

METHODOLOGY

HMA continuously reviews and modernizes its knowledge delivery systems to add value

to the services offered by it. A balanced mix of training methods are used in the

Programs. Interactive learning is supplemented with case studies, syndicate work, role

plays, management games, computer simulated business experiences, outbound

training, book reviews, panel discussions and project work. All participants are assigned

project work. The knowledge thus gained can be used in their respective work areas.

Outbound training provides them with opportunities for transformation to become

effective leaders and team players.

SOME PROGRAM THEMES



• Visionary Thinking through Strategic Management

• Human Resource Management for Competitive Advantage in the

dynamic environment

• Personality Development for Corporate Excellence

• Integrated Material Management & Supply Chain Management for

Value Addition

• Quality Management

• Finance Management

• Induction and Basic Management Program for new entrants

TOOLS FOR TRAINING

Diagnostics, experience-sharing, action-planning and learning diary help in enhancing

the effectiveness of learning. Diagnostics exercise enables participants to identify

difficulties faced in their work-place, helps them in analysing the situation and arriving at

remedial solutions. The Learning Diary helps participants identify key learning points.

Individual and group action plans are the means for transferring learning from the

classroom to the work-place.



PRODUCTS





SERVICES



REPAIRS, MAJOR SERVICING AND SUPPLY OF SPARES

The Division carries out Repair and Overhaul of Accessories, with minimum turn-

around-time. Site Repair facilities are offered by the Division by deputing team of expert

Engineers / Technicians.

Services provided for:

Military Aircraft

• MiG Series

• Jaguar

• Mirage-2000



• Sea - Harrier

• AN-32

• Kiran MK- I / MK- II

• HPT - 32

• SU-30 MKI

Civil Aircraft

• Dornier-22B

•

AVRO HS-748

Helicopters

• Chetak (Alouette)

• Cheetah (Lama)

• ALH (IAF / NAVY / COAST GUARD / CIVIL)

Sub-contract Capabilities

• The Division has comprehensive manufacturing capabilities for various Hi-tech

components, Equipment and Systems to customer's specifications and ensures

high quality, reliability and cost effectiveness.

• The Division has over 25 years of experience in producing aeronautical

accessories making it an ideal partner for the International Aero Engineering

Industry.



The Division also manufactures and supplies complete range of components of Cheetah

(Lama) & Chetak (Alouette) Helicopters, Jaguar and MiG series Aircraft to Domestic and

International Customers to support their fleet.

DIVISIONS

http://www.hal-india.com/overhauldivision.asp

http://www.hal-india.com/imgtdivision.asp

http://www.hal-india.com/helicopterdivision.asp

http://www.hal-india.com/foundryandforgedivision.asp

http://www.hal-india.com/enginedivisionkoraput.asp

http://www.hal-india.com/enginedivisionbangalore.asp

http://www.hal-india.com/avionicsdivisionkorwa.asp

http://www.hal-india.com/avionicsdivisionhyderabad.asp

http://www.hal-india.com/aircraftdivisionbangalore.asp

http://www.hal-india.com/aircraftdivisionnasik.asp

http://www.hal-india.com/aerospacedivision.asp

http://www.hal-india.com/accessoriesdivision.asp



EXPORTS

SRTATEGIC HRD

Emanating from the Company's Mission Statement, the strategic Human Resource

Development (HRD) goal of HAL is to create an atmosphere of technological and

managerial excellence to become a globally competitive Aerospace Industry. With the

changing environment, rapid technological changes characterised by a paradigm shift

http://www.hal-india.com/hptmrodivision.asp

http://www.hal-india.com/transairdivision.asp



from licensed production to R&D based production duly balanced with co-development /

co-production, technological upgradation etc., greater customer demand, focused

diversification to civilian and export markets, the overall objective of the Human

Resource Development plan is to build a vibrant and learning organisation, so as to

meet the challenges of quality and excellence, recruitment and retention of competent

human resources and develop high commitment and a sense of belongings to the

Company. Accordingly, the Company's HR Vision, Mission, Objectives, Strategies and

Policies have been identified and indicated as follows:-

VISION

"To make HAL a dynamic, vibrant, value-based learning organisation with human

resources exceptionally skilled, highly motivated and committed to meet the current and

future challenges. This will be driven by core values of the Company fully embedded in

the culture of the Organisation"

MISSION

Enable all those working for HAL to give their best to ensure their all-round growth as

well as that of the Organization

OBJECTIVES

• To ensure availability of Total Quality People to meet the Organizational Goals

and Objectives



• To have a continuous improvement in Knowledge, Skill and Competence

(Managerial, Behavioral and Technical)

• To promote a Culture of Achievement and Excellence with emphasis on Integrity,

Credibility and Quality

• To maintain a motivated workforce through empowerment of Individual and

Team- building

• To enhance Organizational Learning

• To play a pivotal role directly and significantly to enhance Productivity, Profitability

and improve the Quality of Work Life

STRATEGY

• To be in total alignment with Corporate Strategy

• Maintain Human Resource at optimum level to meet the objectives and goals of

the Company

• Be competent in Mapping, Analysis and Upgradation of Knowledge and Skills

including Training, Re-training, Multi-skilling etc

• Cultivate Leadership with Shared Vision at various levels in the Organization

• Focus on Development of Core Competence in High-Tech areas

• Build Cross-functional Teams

• Create awareness of Mission, Values and Organizational Goals through out the

Company

• Introduce / Implement personnel policies based on performance that would

ensure growth, Rewards, Recognition, Motivation



FOCUS OF HUMAN RESOURCE POLICY

• Competence Building

• Commitment

• Motivation

• Employee Relations

In the backdrop of the above, the focus of Human Resource Development initiatives at

HAL emphasize the following:

I ) MAN POWER PLANNING

• Out sourcing of low tech and medium tech jobs.

• Fresh induction only in critical / highly specialised areas based on requirements

due to increase in work load and super annuation profile (Annexure-II). In the

Workmen Cadre, induction will be restricted to Direct Workmen only.

• Improving the existing qualification profile by focusing on induction of

professionally qualified personnel and diploma holders

Hence focus of recruitment would be to recruit people with a combination of knowledge,

skill, experience and attitude in line with the organisational requirement through

appropriate manpower plan both short term (contract appointments) and long term

recruitment programme.

II ) TRAINING AND DEVELOPMENT

Training is one of the most important tools for developing human resource. Hence,

identification of training competency profile in terms of Vision, Mission of the Company



would be the strategic point of the training and development strategy of the Company.

The following objectives have been set in this regard:-

• To provide training to all employees at regular intervals in a plan period of 5 years

• Training to become an integral component of individual professional evolution by:

• updating knowledge to avoid obsolescence

• enhancing professional creativity

• enabling employees to shoulder higher responsibility.

III ) PERFORMANCE APPRAISAL :

Appraising people for meeting the Company's goal would be the prime focus of

performance management. The new Performance Appraisal System based on work

planning and commitment (mutually agreed tasks) , self-review and performance

analysis, performance review and feedback would ensure that the focus would be on

value adding activities rather than on routine activities which bear no relationship with

the Organisation's goals and objectives.

IV ) REWARD SYSTEM

The focus of the reward system in the Company is to promote team work and cultivate a

sense of achievement and excellence in the Organisation. This is in addition to the

existing scheme of reward for an individual who innovatively and creatively makes

exemplary contributions in the key thrust areas of the Company that would lead to its

achieving overall excellence. Coupled with the above, schemes like "Inter Divisional



Competition" and "Profit Sharing Scheme" have been institutionalised in the Company

for team reward.

V ) SCHEME FOR LEARNING AND CERTIFICATION FOR EXECUTIVES

A "Learning Organisation" is essential for survival in the present era of Liberalisation,

Privatisation and Globalisation. Therefore, "Knowledge" is the only core competence of

Organisations for coping with changes. Since individual knowledge is the starting point

for organizational knowledge, it is only the employees who can convert knowledge into

efficient actions.

In line with the above philosophy, among other initiatives like institutionalizing Learning

Centres in Divisions etc., HAL has also introduced the scheme for Learning and

Certification for executives as a starting point for building individual knowledge .

HINDUSTAN AERONAUTICS LIMITED,LUCKNOW

Welcome to the Accessories Division of Hindustan Aeronautics Limited.

Accessories Division of HAL was established in 1970 with the primary objective of

manufacturing systems and accessories for various aircraft and engines and attain self

sufficiency in this area. Its facilities are spread over 94,000 sqm of built area set in

sylvan surroundings. At present it is turning out over 1100 different types of accessories.

The Division started with manufacturing various Systems and Accessories viz,

Hydraulics, Engine Fuel System, Air-conditioning and Pressurization, Gyro & Barometric



Instruments, Electrical System items, Undercarriages, Electronic items all under one roof

to meet the requirements of the aircraft, helicopters and engines being produced by

HAL. This was followed up with manufacturing the same range of accessories for MiG

series of aircraft, International Jaguar and repair / overhaul of Mirage-2000 & Sea-

Harrier accessories. In addition the Division manufactures systems for Civil Aircraft i.e.

Avro, Dornier and AN-32 & cheetah, chetak & Advanced Light Helicopters.

The Division diversified not only in other defence applications like tanks and armoured

vehicles for Army, it look commercial applications of hydraulic items. Gyroscopic

Equipment, Special Purpose Test Equipment & Group Support Equipment and

successfully supplied in the market. The Division has been in the forefront of

accessories development and supply not only to Indian Force but to Army, Navy and

various Defence Laboratories as well as for Space applications.

The Division today has a prime name in the Aviation market and various international

companies are interested to join hands with it for future projects.

The Accessories Division Certification are:

• The ISO 9001 Certification for entire range of products and services.

• ISO 14001 Certification for Environmental Management System

The Accessories Division Approvals are :

• Approval from DGCA, Govt. of India for design and development, manufacturing

and repair.



• Approval for Research & Design Centre by Department of Science and

Technology, Govt. of India.

• Approval of Director General Aeronautical Quality Assurance for Military Aviation

products and services.

PRODUCTS

• INSTRUMENTS, SENSORS, GYROS

Flight instruments, Electrical Indicators, Fuel Gauging Probes, Gyros, Sensors

and Switches

• ELECTRICAL POWER GENERATION AND CONTROL

AC/DC Generator, Control and Protection Units, Inverters, Transformer Rectifier

Unit, AC/DC Electrical Systems, Actuators

• LAND NAVIGATION SYSTEM

• MICROPROCESSOR CONTROLLER

• UNDERCARRIAGE, WHEELS AND BRAKES

•

HYDRAULIC SYSTEM AND POWER CONTROL

Pumps, Accumulators, Actuators, Electro-selectors, Bootstrap Reservoirs and

various types of valves



• ENVIRONMENTAL CONTROL SYSTEM

• Pneumatics and Oxygen System, Cold Air Unit, Water Extractors, Valve - various

types

• EJECTION SYSTEM

Ejection Seats, Release Units etc.

• ENGINE FUEL CONTROL SYSTEM

• Booster Pumps, Main and Reheat Fuel Systems, Nozzle Actuators

•

GROUND SUPPORT EQUIPMENT AND TEST RIGS

Ground Power Unit, Hydraulic Trolley and {Power Packs, Dedicated Test Rigs,

custom-built Fuel/Hydraulic Test Rigs

EXPORT PRODUCTS

• Supply of Rotables and Spares of Jaguar International and Cheetah (Lama) /

Chetak (Alouette) Helicopters

• Repair / Overhaul of aircraft accessories of MiG series Aircraft, Jaguar

International Aircraft, Cheetah (Lama) / Chetak (Alouette) Helicopters and Dornier

Multi-role Aircraft

SERVICES



REPAIRS, MAJOR SERVICING AND SUPPLY OF SPARES

The Division carries out Repair and Overhaul of Accessories, with minimum turn-

around-time. Site Repair facilities are offered by the Division by deputing team of expert

Engineers / Technicians.

Services provided for :

Military Aircraft

•

MiG Series

• Jaguar

• Mirage-2000

• Sea - Harrier

• AN-32

• Kiran MK- I / MK- II

• HPT - 32

• SU-30 MKI

Civil Aircraft

• Dornier-22B

• AVRO HS-748

Helicopters

• Chetak (Alouette)

• Cheetah (Lama)



• ALH (IAF / NAVY / COAST GUARD / CIVIL)

OUTSOURCING

Division has embarked upon selecting and creating a strong base of suppliers for

outsourcing precision components, tooling and test equipment. This is required to

handle higher loads of existing and new projects being undertaken in the division.

PERSONNEL AND ADMINISTRATION DEPARTMENT

RECRUITMENT & POLICY SECTION:

This section deals with recruitment, promotion, performance appraisal reports, salaries,

wage, maintenanace of roster as per presidential directives on reservation of SC,

ST,OBC etc. The most important function of this section is to deal with promotion of the

employees with equal opportunities of growth and carrier prospects to ensure fairness,

equitability, consistency, and uniformity in matters of promotion.

HRD CELL:

HRD cell carries out the following activities:

1) Training



2) Creating database for employees

3) Strengthening the existing MIS.

4) Shop floor grievance handling

5) Feedback sessions

ESTABLISHMENT SECTION:

1) Personal records of each regular employee are maintained.

2) Job confirmation

3) Transfers(interdivisional)

4) LTC encashment

5) Loans and advances for car/scooter/cycle etc.

6) Permission for further studies.

GENERAL ADMINISTRATION SECTION

1) Allotment of company quarters

2) Issuance of passport,visa clearance

3) Budget, VIP visits,security clearance

4) Arrangement of domestic and international air tickets,rail bookings etc.

5) Correspondence with various government agencies.

RAJBHASHA SECTION

1) Promotes Hindi as an official language.

2) Distributes charts, posters and stickers amongst various departments to motivate

employees to use Hindi in their daily working.

PUBLIC RELATION AND SPORTS SECTION



The role of PR is to project a positive and favourable image of the company in the

employees and public through the effective via media such as press hour, magazine

circulars, journal etc.

INDUSTRIAL RELATION SECTION

1) Compliance of statutory provisions

2) Dealing with unions.

3) Welfare facility and committees.

LEGAL SECTION

The legal section deals with the cases pertaining to disciplinary action, industrial

disputes.

RESEARCH DESIGN

RESEARCH TOPIC: EMPLOYEE SATISFACTION

RESEARCH OBJECTIVE:

1)To measure the level of satisfaction amongst the employees in HAL.

2)To interpret the reasons for dissatisfaction and the alternatives.

METHODOLOGY:

Preparation of questionnaire to understand the mindsets of the employees and thus find

out the level of satisfaction amongst them.

SAMPLING USED:

RANDOM SAMPLING: The respondents were chosen randomly.

SAMPLE UNIT: Employees of the HUMAN RESOURCE DEPARTMENT.

SAMPLE SIZE: 50 EMPLOYEES(OFFICERS AS WELL AS WORKERS)

DATA USED IN STUDY:



1)PRIMARY DATA: Collected with the help of interview/questionnaire.

2)SECONDRY DATA:

• Library books.

• Website: www.hal-india.com

• Magazines.

TOOLS AND TECHNIQUES USED FOR ANALYSIS:

The tools and techniques used for analysis of the data, collected through questionnaire

are:

• Column graphs

• Microsoft Excel

• Microsoft Word Document

• Pie-Chart

• 3D Pie-Chart

DATA ANALYSIS



AND

INTERPRETATION

Q 1



60%

30%

10% 0%Highly Satisfie

Satisfied

Dissatisfied

Highly

Dissatisfied

0%

10%

20%

30%

40%

50%

60%

Hig hly Sa tisf ie d Sa tisf ie d Dissa tisf ie d Hig hly

Dissatisfie d

Officers

Workers

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Highly

Satisfied

S ati sf ied D i ss ati sf ie d H ig hl y

Dissatisfied

0-20

21-30

31-40



0%

5%

10%

15%

20%

25%

30%

35%

40%

High ly Satisfied Satisfied Dissatisfied High ly

Dissatisfied

20-4

41-6



0%

5%

10%15%

20%

25%

30%

35%

40%

Highly

Satisfied

Highly

Dissatisfied

Technical

Non-

Technical

0%

10%

20%

30%

40%

50%

60%

70%

Highly

Satisf i ed

Satisf ied Dissatisf ied Highly

Dissatisf ied

Male

Female

As far as personal satisfaction and accomplishment is concerned, by enlarge the overall

employees,females,officers,non-technical personnel,employees with relatively low age

group and having moderate service experience have been found to have higher

Satisfaction Quotient.



40%

40%

20%0% Highly

Satisfied

Satisfied

Dissatisfied

Highly

Dissatisfied

0%

5%

10%

15%

20%

25%

30%

35%

40%

Highly

Satisfied

Sat is fie d D is sa tis fied H igh ly

Dissatisfied

Male

Femal

0%

10%

20%

30%

40%

50%

Highly

Satisfied

S a ti sf ie d D i ss at is fi ed H ig hl y

Dissatisfied

Officers

Workers

Q

2



0%

5%

10%

15%20%

25%

30%

35%

40%

Highly

Satisfied

Sa tis fie d D is s at is fie d H ig hly

Dissatisfied

Technical

Non-Technic

Overall employees including males,workman,technical personnel and employees of

lower middle age with relatively less working experience are seemingly more content

about their recognition of contribution to HAL.

45%

40%

15% 0% Highly

Satisfied

Satisfied

Dissatisfied

Highly

Dissatisfied

Q

3



0%

5%

10%

15%20%

25%

30%

35%

40%

Highly

Satisfied

S ati sfi ed D issati sfi ed Hi ghl y

Dissatisfied

Male

Femal

0%

10%

20%

30%

40%

50%

Highly

Satisfied

Sa tisf ie d Dissa tisf ie d Hig hly

Dissatisfie d

Technical

Non- Technica

0%

10%

20%

30%

40%

50%

Highly

Satisfied

S ati sfi ed D issati sfied Hi ghly

Dissatisfied

Officers

Worker

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Highly Sati sfi ed S ati sfi ed D issati sfi ed Hi ghly

Dissatisfied

20-4

41-6



0%

5%

10%

15%

20%

25%

30%

35%

40%

Highly Satisfied S atisfied Dissatisfied Highly

Dissatisfied

0-20

21-3

31-4

Regarding the mutual relation with the bosses there is reasonably higher contentment

for overall employees ,non-Technical persons ,workman, both males and females,

employees of all age groups, while with more working experience have low levels of

satisfaction.

70%

30%

0%

0%

Highly

satisfied

Satisfied

Dissatisfied

HighlyDissatisfied

Q 4



0%

20%

40%

60%

80%

HighlySatisfied Sat isfied Dissatisfied Highly Dissatisfied

Male

Femal

0%

20%

40%

60%

80%

Hig h ly Sa tisf ie d Sa tisf ie d Dissa tisf ie d Hig h ly Dissatisf ied

Officers

Worker

0%

10%

20%

30%

40%

50%

60%

70%

80%

High ly S at isf ied S at isf ied D issatisf ied High ly D issatisf ied

Technical

Non- Technica



0%

10%

20%

30%

40%

50%

60%

70%

80%

Highly

Satisfied

Sat is fie d D is sat is fie d H ig hly

Dissatisfied

20-4

41-6

0%

10%

20%

30%

40%

50%

60%

70%

Hi ghl y S ati sfi ed S ati sfied D issati sfi ed Hi ghly

Dissatisfied

0-20

21-3

31-4

There is a larger degree of satisfaction among employees and its various categories. All

Of them have a deep sense of job security.



20%

50%

30%

0%Highly Satisfie

Satisfied

Dissatisfied

Highly

Dissatisfied

0%

10%

20%

30%

40%

50%

Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied

Male

Femal

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Highly

Satisfied

S a ti sf i ed D i ss at is fi ed H ig hl y

Dissatisfied

Officers

Workers

Q 5



0%

10%

20%

30%

40%

50%

Highly

Satisfied

S at isf ie d Dissa tisf ie d Hig hly

Dissatisfied

Technical

Non-

Technical

0%

10%

20%

30%

40%

50%

60%

Highly

Satisfied

S at is fi ed D is s at is fi ed H ig hly

Dissatisfied

20-4

41-6

0%

10%

20%

30%

40%

50%

60%

70%

Highly

Satisfied

Satisfied Dissatisfied Highly

Dissatisfied

0-20

21-30

31-40

There is a common dissatisfaction observed among the vast cross section of the

employees except few females and non-technical staff about wages.



30%

40%

30%

0%Highly

Satisfied

Satisfied

Dissatisfied

Highly

Dissatisfied

0%

10%

20%

30%

40%

50%

Highly

Satisfied

S ati sfied Dissatisfied Highly

Dissatisfied

Male

Femal

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Highly S ati sfi ed S ati sfi ed Di ssatisfied Hi ghl y

Dissatisfied

Officers

Worker

Q



0%

5%

10%

15%20%

25%

30%

35%

40%

45%

Hi ghl y S ati sf ied S ati sf ied D iss ati sf ied H ighl y

Dissatisfied

20-4

41-6

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Highly

Satisfied

Sa tis fie d D is sat is fie d H igh ly

Dissatisfied

0-20

21-3

31-4

Promotion policy is not attractive for employees of higher age groups and having

substantial experience.Overall there is only average satisfaction level amongst various

Employee categories.



30%

40%

30%

0%Highly

Satisfied

Satisfied

Dissatisfied

Highly

Dissatisfied

0%

5%

10%

15%

20%

25%

30%

35%

40%

Highly

Satisfied

Sati s f ied Dissati s fi ed H ighl y

Dissatisfied

Male

Female

0%

5%

10%

15%20%

25%

30%

35%

40%

45%

50%

Highly

Satisfied

Sati s fi ed Dissati s fi ed H ighl y

Dissatisfied

Officers

Workers



0%10%

20%

30%

40%

50%

Highly

Satisfied

Highly

Dissatisfied

Technical

Non-

Technical

0%

10%

20%

30%

40%

50%

Highly

Satisfied

S a tisf ie d D issa t isf ie d H ig h ly

Dissatisfied

20-40

41-60

0%

10%

20%

30%

40%

50%

H gh ly S at s f ed S at s fi ed D is sa ts fie d H gh ly Di ss at s fie d

0-20

21-30

31-40

The Training and Development programme is another area where the overall employee

satisfaction levels are found to be just average.



45%

50%

5% 0%

HighlySatisfied

Satisfied

Dissatisfied

Highly

Dissatisfied

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Highly

Satisfied

S atisfied D issatisfied Highly

Dissatisfied

Male

Femal

0%

10%

20%

30%

40%

50%

60%

High ly Sat isf ied S at isf ied Dissat isf ied High ly D issatisf ied

Officers

Worker

Q



0%

10%20%

30%

40%

50%

60%

H ghly S at sfied Sat sfied D ssat sfied H ghly D ssat sf ed

Technical

Non-Technica

0%

5%

10%

15%

20%

25%30%

35%

40%

45%

50%

Highl y S ati sfi ed S ati sfi ed D issati sfi ed Hi ghly

Dissatisfied

20-4

41-6

0%

10%

20%

30%

40%

50%

60%

Hig hly Sa tisf ie d Sa tisf ied Dissa tisf ied Hig hly Dissatisf ie d

0-20

21-3

31-4

An excellent positive response has been observed regarding the canteen facilities

amongst all categories of employees.



55%

45%

0%

0%

Highly Satisfie

Satisfied

Dissatisfied

Highly

Dissatisfied

0%

10%

20%

30%

40%

50%

60%

Highl y S atisfi ed S atisfied D issatisfi ed H ighl y

Dissatisfied

Male

Femal

0%

10%

20%

30%

40%

50%

60%

Hig hly Sa tisf ie d Sat isf ie d Dissa tisf ie d Hig hly Dissa tisf ie d

Officers

Worker

Q 9





50%45%

5% 0% Highly Satisfie

Satisfied

Dissatisfied

Highly

Dissatisfied

0%

10%

20%

30%

40%

50%

60%

Highly

Satisfied

Sa t is fie d D is sa t is f ie d H ig h l y

Dissatisfied

Male

Female

0%

10%

20%

30%

40%

50%

60%

H ghly Sa tsfied Sat sfie d D ss at sf ed H ghly Diss at sfied

Officers

Workers

Q 10



0%

10%

20%

30%

40%

50%

60%


Dissatisfie d

Technical

Non-Technica

0%

10%

20%

30%

40%

50%

60%

High ly S at isf ied S at isf ied D issat isf ied High ly Dissatisf ied

0-20

21-3

31-4

The work environment does not draw substantial favour from the females though it is

highly appreciable amongst all the other levels.

0%

10%

20%

30%

40%

50%

60%

High ly Satisf ie d Satisf ie d Dissatisf ie d Hig hly Dissatisf ie d

20-4

41-6



35%

55%

10% 0% Highly

Satisfied

Satisfied

Dissatisfied

Highly

Dissatisfied

0%

20%

40%

60%

H ghly Sat sfied Sat sf ed D ss at sfied H ghly D ss at sfied

Officers

Workers

0%

10%

20%

30%

40%50%

60%

Highly

Satisfied

S at isf ied D issatisf ied High ly

Dissatisfied

Technical

Non-

Technical

Q 11

0%

10%

20%

30%

40%

50%

60%

H ghly Sat sfied Sat sfied D ssat s fied H ghly D ssat sfied

Male

Femal



0%

10%

20%

30%

40%

50%

60%

Hig hly Sa tisf ied Sa tisf ie d Dissa tisf ie d Hig hly

Dissatisfie d

20-40

41-60

0%

10%

20%

30%

40%50%

60%

70%

H ghly Sat sfied S at sfied D ss at sfied H gh ly D ss at sfied

0-20

21-30

31-40

The encouragement for higher education opportunities does not go well with non-

technical,aged and experienced personnel.

25%

40%

35%

0%Highly

Satisfied

Satisfied

Dissatisfied

Highly

Dissatisfied

Q 12



0%

10%

20%

30%

40%

50%

60%

H ghly Sat sf ed Sat sfied D ss at sfied H ghly D ss at sfied

Male

Female

0%

10%

20%

30%

40%

50%

H ghly Sat sf ed Sat sfied D ssat sfied H ghly D ssat sfied

Officers

Workers

0%

10%

20%

30%

40%

50%

60%

H ghly Sat sf ed Sat sfied D ssat sfied H ghly

D s s a t s f e d

Technical

Non-

Technical



0%

10%

20%

30%

40%

50%

60%

70%

Hig hly Sa tisf ied Satisf ied Dissatisf ied Highly

Dissatisfie d

20-4

41-6

0%

10%

20%

30%

40%

50%

60%


Dissatisfie d

0-20

21-30

31-40

The females and aged employees specially are the dissatisfied lot as far as recreational

and cultural activities are concerned.Other categories also have their own reservations

about the same.



0%

10%

20%

30%

40%

50%

Highly

Satisfied

S at isf ied D issat isf ied High ly

Dissatisfie d

Male

Female

0%

10%

20%

30%

40%

Highly

Satisfied

S atisf ie d Dissa tisf ie d Hig hly

Dissatisfied

OfficersWorkers

0%

10%

20%

30%40%

50%

60%

H ghly Sat sfied Sat sfied D s sat sf ed H ghly

Dssats fied

Technical

Non-

Technical

Q 13



0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Highly

Satisfied

S at is fi ed D i ss ati sf i ed H i gh ly

Dissatisfied

20-4041-60

0%

10%

20%

30%

40%

50%

60%

Highly

Satisfied

S a tisf ie d D issa tis fie d Hig h ly

Dissatisfied

0-20

21-30

31-40

The transperancy of the Performance Appraisal Report system has also been doubted

by the employees by and large. Moreover females,technical and the highly experienced

employees are noticeably harsh on the implementation of the system.



30%

45%

25%0%

Highly

Satisfied

Satisfied

Dissatisfied

Highly

Dissatisfied



0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Highly

Satisfied

S atisfied Dissatisfied Highly

Dissatisfied

Male

Femal

0%

10%

20%

30%

40%

Highly

Satisfied


Dissatisfie d

Officers

Workers

3-D Column

Q 14







0%

10%

20%

30%

40%

50%

Highly Satisfied S at isfied Dissatisfied Highly Dissatisfied

Technical

Non-

Technical

0%

10%

20%

30%

40%

50%

60%

Hig hly S at isf ie d S at isf ie d Dissa tisf ie d Hig hly D issa tisf ie d

21-4

41-6

0%

10%

20%

30%

40%

50%

Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied

0-20

21-3

31-4

Fairly good number of employees do appreciate the awareness regarding the various

development activities occurring in the organization.



60%

40%

0%

0%

Highly

Satisfied

Satisfied

Dissatisfied

Highly

Dissatisfied

0%

20%

40%

60%

80%

H ghly Sat sfied Sat sfied D s sat sf ed H ghl y D ss at sfied

Male

Female

0%

20%

40%

60%

H ghly S at sfied Sa ts fed D ss at sfied H ghly D ss at sfied

Officers

Workers

Q 16



0%

10%

20%

30%

40%

50%

60%

Highly

Satisfied


Dissatisfied

Technical

Non-

Technical

0%

10%

20%

30%

40%

50%

60%

Highly

Satisfied

S ati sf ie d D i ss ati sf ie d H igh ly

Dissatisfied

20-40

41-60

0%

10%

20%

30%

40%

50%

60%

Highly

Satisfied

Sati s fi ed Dissati s fi ed H ighl y

Dissatisfied

0-20

21-30

31-40



The first aid facilities have been widely appreciated by all the groups of employees.The

emergency medical facilities are also available inside the factory premises.

30%

45%

25%0%

Highly

Satisfied

Satisfied

Dissatisfied

Highly

Dissatisfied

0%

10%

20%

30%

40%

50%

Hig hly Sa tisf ie d S at isf ie d Dissa tisf ie d Hig hly

Dissatisfie d

Male

Female

Q 17



0%

10%

20%

30%

40%

50%

Hig hly S at isf ie d S at isf ie d Dissa tisf ie d Hig hly

Dissatisfie d

Officers

Workers

0%

10%

20%

30%

40%

50%

H ghly Sat sfied Sat sfied D ssat sfied H ghly

Dssats fied

Technical

Non-Technical

0%

10%

20%

30%

40%

Hig hly Sa tisf ie d Sa tisf ie d Dissat isf ie d Hig hly Dissa tisf ie d

20-4

41-6



0%

10%

20%

30%

40%

50%

High ly S at isf ied S at isf ied D issat isf ied Highly

Dissatisfied

0-20

21-30

31-40

The residential quarters are on average in good conditions.Still a lot more efforts are

Needed to be taken by the concerned departments to bring it to higher satisfaction levels

25%

35%

40%

0%Highly

Satisfied

Satisfied

Dissatisfied

Highly

Dissatisfied

0%

10%

20%

30%

40%

50%

Hig hly S at isf ie d S at isf ie d Dissa tisf ie d Hig hly D issa tisf ie d

Male

Femal

Q 18



0%

10%

20%

30%

40%

50%

HighlySatisf ied Satisf ied Dissatisf ied HighlyDissatisf ied

Officers

Workers

0%

5%

10%

15%

20%25%

30%

35%

40%

Highly

Satisfied

Satisf ied Dissatisf ied Highly

Dissatisfied

Technical

Non-Technica

0%

10%

20%

30%

40%

50%

60%

70%

Highly

Satisfied

S ati sf ie d D is sa ti sf ied H igh ly

Dissatisfied

20-40

41-60



0%

10%

20%

30%

40%

50%

60%

Highly

Satisfied

Satisfied Dissatisfied Hghly

Dissatisfie d

0-20

21-3031-40

The grievance procedure does not stand in high standards in the eyes of vast majority of

employees of all levels.

30%

40%

30%

0%Highly

Satisfied

Satisfied

Dissatisfied

Highly

Dissatisfied

Q 19



0%

5%

10%

15%

20%

25%

30%

35%

40%

Highly

Satisfied

S ati sfi ed D issati sfi ed Highl y

Dissatisfied

Male

Femal

0%

10%

20%

30%

40%

H gh ly S at sfi ed Sa ts fi ed D s sa ts fi ed H gh ly D s sat s fie d

Officers

Workers

0%

10%

20%

30%

40%

H ghly Sa ts fied Sat sfied Dis sat sfied H ghly Dissat sfied

Technical

Non-Technica



0%

10%

20%

30%

40%

50%

Highly Satisfied Satisfied Dissatisfied HighlyDissatisfied

20-4

41-6

0%

10%

20%

30%

40%

50%

60%

H ghly Sat s f ed Sat sfied D ss at s f ed H ghly D ss at sf ed

0-20

21-3

31-4

The communication between employees and the management is though amicable but

not very effective.A vast section of the employees have a feeling that lot more efforts are

yet to be initiated by the management.

Q 20



50%

30%

20%0%

Highly

Satisfied

Satisfied

Dissatisfie

Highly

Dissatisfie

0%

10%

20%

30%

40%

50%

H ghly Sat sfied Sat sfied D ssat sfied H ghly Dissat s fied

Male

Femal

0%

10%

20%

30%

40%

50%

60%

High ly S at isf ied S at isf ied Dissatisf ied High ly Dissatisf ied

Officers

Worker

0%

10%

20%

30%

40%

50%

H ghly S at sfied Sat sfied D ssat sfied H ghly D ss at sfied

Technical

Non-Technica



0%

10%

20%

30%

40%

50%

Highly

Satisfied

S ati sf ied D iss ati sfi ed H ighl y

Dissatisfied

20-4

41-6

0%

10%

20%

30%

40%

50%

H ghly Sat sfied Sat s fied D s sat s fied H ghly D ssat s fied

0-20

21-3

31-4

The general observation is that the impartialty and the transperancy of the certain rules

and regulations need lot of will power and the part of the management to reach

satisfaction levels amongst all the employees.



40%

45%

15%0%

Highly Satisfie

Satisfied

Dissatisfied

Highly

Dissatisfied

0%

10%

20%

30%

40%

50%

Highly

Satisfied

Sati s f ied Dissati s fi ed H ighl y

Dissatisfied

Male

Female

0%

10%

20%

30%

40%

50%

H ghly Sat sfied Sat s fied D ss at s fied H ghly D s sat sfied

Officers

Worker

Q 21



0%

10%

20%

30%

40%

50%

Highly

Satisfied

Sati s fi ed Dissati s f ied H ighl y

Dissatisfied

Technical

Non-Technical

0%

5%

10%

15%

20%

25%

30%

35%40%

45%

Highly

Satisfied

S atisfied D issatis fied Hi ghl y

Dissatisfied

20-4

41-6

0%

10%

20%

30%

40%

50%

60%

Highly

Satisfied

S ati sf ied D iss ati sfi ed Hi ghl y

Dissatisfied

0-20

21-3

31-4

The widespread feeling is just encouraging in

respect of the autonomy and independence to do the work by an individual. However it

has still enough space to cover to enhance the levels effectively.



RESEARCH FINDINGS

Based on the interactions with the vast categories of employees for eg. The overall

employees, males and females, officers and workman, technical and non-technical

personnel, employees of different age groups and having different working experiences

the following findings have been observed during the research:

• The various welfare provisions like washing, sitting, first aid, canteens, shelters,

rest rooms and lunch rooms are satisfactory.

• The Factory has established a Dispensary handled by qualified male and female

doctors inside the factory premises.

• There is also a facility for zonal doctors, referring to the expert doctors for serious

ailments like cardiac, cancer, orthopadics and gynaecologist etc and medical

institutes. Also to reimbursement of medical fees/medicines and hospitalization

charges. The facility of Ambulance is also readily available.

• There are a group of Industrial relations and Welfare officers. The Personnel

Manager of the division visits the factory from time to time to meet

employees(workman/officers) and listen their problems. This creates good mutual

understanding amongst them.

• The Crech facility is adequate and satisfactory.



• LTC/LTA facility is provisioned for the employees.

• There are provisions for extra facilities being provided for extra work other than

the working hours.(for eg. Transportation, snacks, lunch and dinner).

• Provisions are there for maternity benefit for female employees.



SUGGESTIONS

Following suggestions are to be made to the HAL MANAGEMENT.

• More accommodation/quarters should be constructed and provided to the

workers,specially to the lower income groups.

• The factory should make provisions for the health and social clubs to increase the

mental level of workers so that they may work more attentively and carefully.

• Provisions for free education to the children of the employees should be made.

• Provision of night school for illetrate workers should be initiated.

• The common room facility for female employees has to be provided.

• During the death of employee on service a 100% compensation scheme should

be provisioned.





CONCLUSION

Employee Satisfaction is the terminology used to describe whether employees are

happy and contented and giving their best at work.Many measures suggest that

employee satisfaction is a factor in employee motivation, goal achievement and positive

employee morale in the workplace.

Employee Satisfaction, while generally a positive in the organization, can also be a

downer if mediocre employees stay because they are satisfied with your work

environment.

Factors contributing to employee satisfaction include treating employees with respect,

providing regular employee recognition, empowering employees, offering benefits and

compensation, providing perks, positive management with a clear framework of goals,

mission and vision.

An employee satisfaction survey can be much more than a “ tick;box” exercise and

requires only a little additional effort to turn a routine check into a significant source of

information for an organization



BIBLIOGRAPHY

Websites:

• www.hal-india.com

Books:

• PERSONNEL MANAGEMENT BY C.B.MAMORIA

• ORGANIZATIONAL BEHAVIOUR BY STEPHEN P.ROBBINS

• DIAMONDS IN THE SKY-60 YEARS OF HAL.

APPENDICES

• QUESTIONNAIRE.



Documents

Annu Report