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CHAPTER 1 INTRODUCTION

Kalpa Electrikal pvt.ltd. Is one of the reputed Manufacturers & Exporters of Instruments and Power Transformers in India situated Bangalore, Karnataka. The prime objective of the study is to assess, how the theoretical aspects are made use in the various departments of KEPL pvt.ltd and to study their organizational functions. The theoretical aspects that we study can be observed how exactly they are put into practice in the real competitive world. The study has been done with the assistance of live observation. This organization study in KEPL helped to obtain the practical knowledge about Manufacturing Electrical Products. The purpose of the study is to know the practical implication & policies of the company Offer suggestions based on the findings and finally derive a conclusion from the observations. The limitation of the study the report has been prepared with limited information. The study is based on the information supplied by the officials of KEPL. The primary sources for the study are official records, interaction with the employees, various documents of the company. The secondary sources for the study are annual Reports, Brochures.

OBJECTIVES OF STUDY
To enhance customer satisfaction by monitoring and analyzing customer feedback. To enhance in-house process performance by monitoring and control of rework and rejections. To increase supplier performance by monitoring supplier rating. To enhance product conformance by monitoring and control of product rejections and customer complaints.

CHAPTER 2 INDUSTRY PROFILE


Like every other industrial sector in India, the Indian Electrical/Electronics Industry too is slowly emerging from out of its "protective cover". For far too long has Indian Industry remained shackled and consequently inward looking. Over the past fifty years there was no exposure to global players and competition, with the result that the Industry grew up in a sheltered environment, dependent on the Government for everything, from licenses to protection to tariffs. Each one of these interventions was aimed at securing protection for oneself and ensuring growth of ones own organization at the cost of industry and the nation at large. Lack of global competition encouraged a "cost plus" approach, where every conceivable cost increase was passed on to the customer. There was thus no motivation to reduce cost. With deli censing, decontrol and deregulation, Indian Industry has suddenly been exposed to global competition. Since last decade, India has witnessed what global players have achieved and what they are capable of achieving. We are becoming aware of competition on our turf. In

this scenario, every company complains of increased competition, lower o r d e r b o o k s a n d shrinking margins. The Indian Electrical/Electronics Industry is of course further besieged by t h e f a c t t h a t t h e r e i s a d e a r t h o f b u s i n e s s o n a c c o u n t o f l a c k o f i n v e s t m e n t i n t h e p o w e r infrastructure. Many organizations in this industry are looking overseas to develop the export markets owing to reduced demand at home. A t t h e o u t s e t , i t m u s t b e s t a t e d t h a t t h e r e d u c e d d o m e s t i c d e m a n d i s a t b e s t a t e m p o r a r y phenomenon. The power sector in India is bound to grow and this will undoubtedly boost demand from the Utilities, quite apart from the industrial demand which will continue to grow with increased industrial output. The poor financial health of the SEBs is however a damper that cannot be wished away in the short term. This will continue to plague corporate in the Electrical Industry, until the SEB restructuring and unbundling brings a turnaround in the medium term.

In India, the entire range of circuit breakers from bulk oil, minimum oil, air blast, vacuum to SF6 are manufactured to standard specification for the benefit of customers, the ranges of products produced cover the entire voltage range for 240V to 800KV, switchgear and control
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gear, MCBs, air circuit breakers, switches, rewire able fuses and HRC fuses with their respective fuse bases, holders and starters. The industry is competitive in the field of design and engineering as the skill sets available in the country are relatively less expensive.

The only constant that we know is that, this world is changing. Change had come to Indian industry like a sweeping tornado transforming the industrial environment and giving indigenous industry some very tough standards to measure up to. In this testing situation, only the fittest have the wherewithal to survive. Only the best will thrive.

KALPA ELECTRICALS Pvt. Ltd. has not only survived but has grown in confidence, capabilities, range and were scope is a testimony to the inherent strength of its foundation as a company that once set out to revolutionized India with value.

The difference is in the collective outlook of people trained to look upon every challenge as a platform from which to take giant leaps in quality and performance. To build on core capabilities of power and upgrade them to world standards.

The Installed Generating Capacity in the country which was only 1,358 MW at the time of Independence has reached a level of 1,27,673 MW, comprising 83,982 MW thermal, 33,600MW hydro, 3,900 MW nuclear and 6191 MW from wind and other renewable energy sources.

"Quality must go beyond standard tests and procedures. It must be equated with self respect and personal pride."

With long years of innovative application behind it, KALPA ELECTRICALS Pvt. Ltd. Finds itself completely capable of delivering a range of custom products that meet and exceed global standards at very competitive prices.

CHAPTER 3 COMPANY PROFILE

KLPA ELECTRIKAL PVT LTD is an electrical equipment manufacturing Private Limited Company, established in the year 1978 providing the entire range of Instrument Transformers for the Industries, Power projects and commercial establishments.

Our Company is manufacturing Instrument Transformers both in indoor and outdoor version, power Transformer and Control Transformer for more than 30 years and enjoying good reputation among the Low Tension and High Tension electrical consultants, contractors and utilities. The Products manufactured by us are of high Standard and quality manufactured to the National and International Standards/Norms. The factory is well equipped with the latest manufacturing and testing facility.

Also KEPL have ISI marks for Low Tension Current Transformers. The electrical design and Mechanical drawings are computerized with latest design software and CAD systems. KALPA have well-trained and Skilled workmen, having high quality of workmanship with qualified and trained technocrats.

KALPA ELECTRIKAL PVT. LTD. has referred ISO 9000: 2005 International Standard i.e. Quality Management Systems Fundamentals and Vocabulary, ISO 9001: 2008 Quality Management Requirements and ISO 9004 Quality Management and Quality System Elements while preparing this QUALITY MANUAL. It is located on following places.

Head Office: KALPA ELECTRIKAL PVT. LTD, P.B.No.4413,149/25, III Main,


Industrial Town, Rajajinagar, BANGALORE 560 010.

Manufacturing: Khata No.2054/2130, Magadi Main Road, No.47, Chennigappa


Industrial Estate, Sunkadakatte, BANGALORE 560 091. (Presently not Operational)
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Manufacturing: At survey No 133/4, Site No 30 & 31, Ckikkahanumanthaiah Industrial


Area, Machohalli, Magadi Main Road, BANGALORE 560091.

Contact Person: Mr. H. Nag raja.

Type of Concern: Pvt. Ltd. with Board of Directors.

This QUALITY MANUAL is prepared as per ISO 9001: 2008 Document. This QUALITY MANUAL is prepared by Management Representative & Technical Director, Reviewed by Director Marketing and Approved by Managing Director & and controlled.

The specimen signatures are as below: Management Representative & Director Technical: Mr. H. Nag raja Director Marketing: Mr. S. Rajakumar Managing Director: Mr. S. Ramesha

Scope & Application


KALPA ELECTRIKAL PVT. LTD. demonstrates its ability to consistently provide product that meets customer and applicable statutory and regulatory requirements as per ISO 9001:2008 document. It also aims to enhance customer satisfaction through the effective application of the system, including processes for continual improvement and the assurance of conformity to customer and applicable statutory and regulatory requirements. The Scope of KALPA ELECTRIKAL PVT. LTD. is to Design, Manufacture, Supply and Service of KALPA brand instrument Transformers, Power and Control Transformers and Chokes / Reactors and Testing Equipment.

Application (Exclusions)
KALPA ELECTRIKAL PVT. LTD. meets all requirements of Quality Management Systems as per ISO 9001: 2008 Document

GOALS
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Create a culture of continuous learning and change. Achieve world class status in Manufacturing Reach the position of the most cost competitive manufacturer. Establish industry leadership. . Hence no exclusions.

VALUES
Trusteeship Integrity Respect for the individual Credibility Excellence

SOCIAL RESPONSIBILITY
KEPL believes that the primary purpose of a business is to improve the quality of life of people. KEPL will volunteer its resources, to the extent it can reasonably afford, to sustain and improve healthy and prosperous environment and to improve the quality of life of the people of the areas in which it operates

Normative Reference
KALPA ELECTRIKAL PVT. LTD. has referred ISO 9000: 2005 International Standard i.e. Quality Management Systems Fundamentals and Vocabulary, ISO 9001: 2008 Quality Management Requirements and ISO 9004 Quality Management and Quality System Elements while preparing this QUALITY MANUAL.

Terms and Definitions


KALPA ELECTRIKAL PVT. LTD. has adopted the Terms and Definitions based on ISO 9000 document. These are used throughout the QUALITY MANUAL

Also an abbreviation list is prepared for Department and activities for Documentation Numbering Examples of Terms and Definitions. Applicable: Related to this quality management system or any referenced standard. Appropriate: Reasonable. Documented: Written. Product: End result of a process. Shall: Must. Suitable: Reasonable for intended Purpose. Quality Policy: Overall intentions and directions of KEPL With regards to Quality as formally expressed by Management. Top Management: Top Management consists of MD & Directors. Suppliers: Vendors, Traders and Sub Contractors who provide products or material or service. Requirements: Needs and Expectation of the customer or standards. Process: Result of a set of interrelated or interacting activities which transforms inputs into outputs. Tender: Offer made by supplier in response to an invitation to satisfy a contract award to provide a product. Contract: Agreed requirements between supplier and customer transmitted by any means.

VISION
"To make KEPL a dynamic, vibrant, value-based learning organization 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 Organization"

MISSION
To become a globally competitive for achieving self reliance in design, manufacture and maintenance of Products and diversifying to related areas, managing the business on commercial lines in a climate of growing professional competen

Abbreviation QMS Quality Management System. QSP- Quality System Procedure WI Work Instruction. MR Management Representative. QA Quality Assurance PRD Production DOC Control of Documents ROC- Control of Records CA Corrective Action PA Preventive Action NC Non conforming Product IA Internal Audit PUR Purchase. HR Human Resource D - Document R - Record MRM - Management Review Meeting QM - Quality Manual

Quality Management System

General Requirements
KALPA ELECTRIKAL PVT. LTD. has established, documented, implemented and maintained the Quality Management Systems and continually improve its effectiveness in accordance with requirements of ISO 9001:2008 Document\ KEPL has determined the processes needed for the Quality Management System and their Application throughout the organization. It has determined the sequence and interaction of these processes. KEPL has determined criteria and methods needed to control these processes and are effective. KEPL has ensured the availability of resources and information necessary to support the operation and exercise control of these processes. KEPL monitors, measures, analyze and improve these processes where applicable. KEPL implements actions necessary to achieve planned results and continual improvement of these processes. KEPL has determined following processes which are outsourced. o Heat treatment, plating, machining & welding operations, painting, moulds, calibration, training & consultancy. o Initial identification is done by Marketing, Purchase and Production Departments during contract review. o Purchase Dept shall identify the processes which are not available at KEPL and with its supplier base and shall interact with other concerned departments to determine the extent of control required for the process out sourced. o List of outsourced processes is maintained. o Control of outsourced processes is done as per Quality plan, process qualification documents, inward inspection, supplier inspection reports and supplier visit where necessary.

Management Commitment
Top Management has provided evidence of its commitments to the development and implementation of the QMS and continually improving its effectiveness by\ Communicating the importance of its commitment to the development and implementation of the QMS. Establishing the Quality Policy and Objectives. Conducting the Management Reviews. Ensuring the availability of resources.

Customer Focus
Top Management has ensured that customer requirements are determined and are met with aim of enhancing the Customer satisfaction.

Quality Policy
KEPL are committed to design, manufacture and supply products to customers duly meeting their Quality, Cost Effective and Delivery requirements with emphasis on Continual Improvement of the Quality Management System and Long term relationship to achieve Total Customer Satisfaction

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PRODUCT PROFILE
KEPL manufactures and markets a wide range of products for a wide range of industries. The Scope of KALPA ELECTRIKAL PVT. LTD. is to Design, Manufacture, Supply and Service of KALPA brand instrument Transformers, Power and Control Transformers and Chokes / Reactors and Testing Equipment.

I.

LOW VOLTAGE CURRENT & VOLTAGE TRANSFORMERS

1) Rectangle Current Transformer

2) Tape Insulated Wound Primary Current Transformer

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3) Tape Insulated Current Transformer

4) Ring Type Current Transformer

5) Resin Cast Wound Primary Current Transformer

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6) Resin Cast Bar Type Current Transformer

7) 3 Phase Voltage Transformer

8) Interposing Current Transformer

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9) Moulded Case Current Transformer

10) 3 Phase bar Current Transformer

11) Standard Current Transformer

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12) Split Core Current Transformer

II. CONTROL POWER TRANSFORMERS & REACTORS

1) Single Phase Control Transformer

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2) Single Phase Power Transformer

3) Single Phase Control Transformer With Connectors

4) 3 Phase Control Transformer

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5) 3 Phase Power Transformer

6) 3 Phase Control Transformer with Enclosure

7) 3 Phase Epoxy Cast Resin Power Transformer

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8) 3 Phase Epoxy Cast Resin Power Transformer With Enclosure

III. EPOXY CAST RESIN CT & VT

1) 11KV Current Transformer

2) 11KV Bar Type Current Transformer

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3) 22KV Current Transformer

4) 22KV Voltage Transformer

5) 33KV Current Transformer

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6) 33KV Voltage Transformer

6) 22KV Bus Duct Current Transformer

8) NGT

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9) 3 Phase 11KV VT With Built In Fuse

10) Draw Out Voltage Transformer

IV. OIL COOLED OUTDOOR CT & VT 1) 11 KV Current Transformer

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2) 11KV Voltage Transformer

3) 33KV Current Transformer

4) 33KV Voltage Transformer

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5)33KV 3 Phase Voltage Transformer

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ORGANISATIONAL STUDY

BOARD OF DIRECTORS

MANAGING DIRECTOR

ACCOUNTS
DIR. TECHNICAL HRD ADM.MANAGER PUR.MANAG ER PROD.MAN DIR.MARKETING SUPERVISORS ADMIN. STAFF STORE OPERATORS SALES HELPERS ADVT CUST.INT.

- Design & Development - Production & Assembly - Inward Inspection - Calibration - Purchase Specifications

-Customer Support
-Quality Assurance -Expansion Planning -Training -MR Functions -R & D activities

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FUNCTIONAL AREAS

KALPA ELECTRICAL PVT LTD consists of various departments

Department play a vital role in the development of the company. These departments manage all operations of the company. They are as follows:

HUMANRESOURCE DEPARTMENT MARKETING DEPARTMENT DESIGN AND DEVELOPMENT DEPARTMENT PRODUCTION DEPARTMENT

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HUMAN RESOURCE DEPARTMENT


HRD functions is to satisfy the organisational needs, Selecting right persons for the right job an to manage people not only workers but also includes white collared professionals. Thus, the main objective is to maintain cordial relationship, by providing maximum welfare & thereby optimizing the personal contribution for the effective functioning of the undertaking.

MAJOR FUNCTIONS Planning and consolidation of manpower data and projecting same to management for approval. Recruitment, promotion. Transfer. Welfare and industrial relationship. Identify the needs & conducting training & development programs. Rewarding employees and boosting their morale. Development programs for job rotation, job enrichment etc. Grievance handling & implementing corrective actions. Updating of personnel performance records as appraised by the concerned Head of the department. Ensuring safe working conditions for personnel at work & ensure compliance of statutory of factories Act.

KIRLOSKAR ELECTRIC CO. LTD. Recognizes its employees as the most important asset for its continued growthHRM in KEC shall strive to ensure continuous organisational growth by nurturing the strengths of its employees and providing the environment and opportunity for every framework of organisational, societal, and national objectives. It shall endeavor to uphold the dignity of individuals, by making them feel proud partners in progress, through the following measures:-

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Ensure a high degree of selectivity in recruitment of employees/trainees explicitly on the criteria of their knowledge, skills and attitudes, so as to secure super achievers and nurture them to excel in there. Impart such induction, orientation and training, as to match the individual to the task and inculcate a high sense of organisational and personal goals. Provides facilities for all round growth of the individual by training in and outside the organisation, reorientation, lateral mobility and self-development through self motivation. Groom every individual to realize his potential in all facets while contributing to attain higher organizational and personal goals. Build teams and foster team work as the primary instrument in all activities. Recognize worthy contributions in time and appropriately so as to maintain a high level of employee motivation and morale. Appraisals and promotion shall be ethical and impartial. Implement equitable, scientific and objective system of rewards, incentives and control. Contribute toward health and welfare of employees.

Responsibility: HR is responsible for implementing, maintaining and propose changes to


this Procedure.

Procedure:
Prepare the Master list of employees. Establish the competence records of each employee. Prepare the skill matrix. Identify the training needs based on requirements. Based on training needs prepare the training schedule for the calendar year. According to the training decide faculty & prepare list . Circulate or inform Training schedule and prepare training report after training is made. Monitor and evaluate training Effectiveness. Discuss training activities in Management Review Meeting for improvement.

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MARKETING DEPARTMENT Introduction:


The word Marketing is derived from Latin word MARCATUS which means MERCHANDISE where trade or place of business is conducted. The essence of marketing is a transaction, which, occurs when one social unit strives to exchange something of value with another social unit. Marketing takes into account various activities like marketing research, product development, distribution, pricing, advertising, personal selling. It acts as a link between producer and consumer. It maintains equilibrium between mass production and mass consumption. Hence the entire marketing is vital for the organisation.

Duties and responsibility:


Generation of enquires. Customer visit. Updating technical data at branches. New customer development. Post contract review-correspondence SAP & planning. Shop discussions. Contract review on progress, inspection and clearance. Pending orders review and feedback to branches.

Objectives and policies

-short term/long term. expand business.

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KEPL has various ways of marketing

1. Personal visit: - Marketing partner makes a personal visit to the customer. Gives the detailed information about the company and its facilities. The marketing manager is responsible for convincing and getting order from the company.

2. Industrial display: - whenever there is a trade fair which happens at once every year, A KEPL display is products and facilities. They have stall set where interested visitors can get all details.

3. E-Business: - E-Business is a boom these days. KEC has her own site. This www.kriloskarelectric. com website is registered with Google search engine

4. Business magazines and business newspaper. 5. Distribution channel. 6. Direct channel 7. Through dealer. 8. Through branches.

Promotion strategies:
-tendering and after sales services.

execution.

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DESIGN AND DEVOLPMENT DEPARTMENT

Purpose: The Purpose of this process is to control design & development of new / existing
products / validation of prototypes in order to ensure that the specified customer requirements are met.

Scope: This is applicable all existing and new products and new developments. Responsibility: Head Design and Development is responsible for implementing,
maintaining and proposing changes to this Procedure.

Procedure Design & Development Inputs


Receive design inputs from marketing like Work order, Customer Purchase order / Letter of intent, Minutes of meeting with Management / Customer / dealer if any, Customer drawings, Proposal drawings if any, Contract review, Specification, Statutory and regulatory requirements. Head design & development co-ordinates for analyzing the adequacy of all design inputs as per customer requirement including the quality objectives. Incomplete, ambiguous or conflicting design inputs are resolved with the customer. Design inputs also includes customer / supplier catalogues / brochures, Software for design and calculations. Finalized design inputs are approved by Head design & development.

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PRODUCTION DEPARTMENT

Purpose: To establish a Procedure to ensure that the production processes are carried out
under controlled conditions and identified, traceable and preserved including the customer property for effective implementation of Quality Management System.

Scope: The Procedure is applicable to all production processes. Responsibility: Head Production is responsible for implementing, maintaining and
proposing changes to this Procedure.

Procedure
The processes involved are described through process flow chart. The Marketing department issues the schedule / work order, based on this production plan is prepared and reviewed. While planning the availability of raw material, components, bought out parts are ensured. Work instructions where necessary are displayed / provided. Drawings / sketches/ specifications / process sheets / test methods are provided where required. Master list of equipments, Jigs & fixtures, tools, consumables & accessories are maintained. The products are identified by suitable method and tag and status is ensured. Production records are maintained and monitored as per sequence. Assembly is carried after completion of all components and receipt of bought parts. In process inspection is carried out during the manufacturing process and records are maintained where necessary including assemble alignments. The products after manufacturing are preserved to prevent damages and deterioration. The preservation includes identification, handling, packaging, storage and protection. -

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The equipments are subjected to necessary preventive maintenance such as daily, weekly and monthly and records are maintained.

Break down maintenance is carried out as and when break down occurs and necessary records are maintained indicating machine no, machine name, nature of break down, date & time, root cause, corrective action taken, date & effectiveness. time of completion and its

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SWOT ANALYSIS OF KALPA ELECTRIKAL PVT. LTD.

STRENGTH

THREATS

SWOT ANALYSIS

WEAKNESS

OPPROTUNITIES

STRENGTHS

One of the market leaders. Low cost production. Large pool of good facilities near by corporate office, hence good managerial control over plants. All India network for domestic sales. Technical & experienced man power. Improved infrastructure. Well planned layout striking balance between industrial production and personal and environmental safety. Automated and highly sophisticated machines. Capacity to meet higher demand. Consistent business track record increasing turnover every year consistently. Effective performance appraisal system.

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Transparence policies and procedures. Diversified product range keeps the company stable. Abundant availability of raw materials.

WEAKNESS
High oriented cause due to excessive labor force. Low turnover resulting in low profits. Defective marketing strategy lacks effective advertising and publicity. Needs updating with times in terms of plant and machinery. Due to lack of direct sales, debts with many dealers turning bad. Unskilled labor coupled with excess labor hampers profitability. Too high job security. Too many procedures in the system.

OPPORTUNITIES
Capacity to meet higher demand and attain optimum utilization of existing resources. Due to advance technology further scope for right sizing the organization by recruiting and retaining people on the right jobs with efficient work knowledge and experience. Scope for expansion of domestic sales on existing depot network. Research and development facilities for new product. New markets are opening.

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THREATS

High cost of research and development of new products. Competition is high in the markets. Obsolescence of product technology. Government interference may reduce growth potential. To protect the financial interest of the company.

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CHAPTER: 4 DATA ANALYSIS AND INTERPERTATION

ANALYSIS 4.1 Table showing age group of the respondents.

AGE GROUP IN YEARS <20 20 - 40 > 40 TOTAL

NO OF RESPONDENT 7 38 5 50

PERCENTAGE 14 76 10 100

SOURCE: Data collected from customers INTERPRETATION


From the above table it is interpreted that out of 50 respondents 14% of respondents belong to the group of below 20 years, 76% of respondents belong to age group of 20 to 40years and remaining 10% of respondents are 40years and above. Majority of respondents belong to age group of 20-40 years.

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CHART 4.1

PERCENTAGE
10% 14%
BELOW 20 YEARS 20 TO 40 YEARS ABOVE 40 YEARS

76%

4.2 Table showing the gender of the respondents.

GENDER MALE FEMALE TOTAL INTERPRETATION:

NO OF RESPONDENTS 38 12 50

PERCENTAGE 76 24 100

From the above table it is interpreted that 76% of the respondents are male employees and 24% of respondents are female workers at the company.

INFERENCE:
Majority of the respondents are male workers at company.

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CHART 4. 2

PERCENTAGE

24%
MALE FEMALE

76%

4.3 Table showing marital status of the employees. MARITAL STATUS MARRIED UNMARRIED TOTAL INTERPRETATION
From the above table it is interpreted that 30% of the respondents are married and 70% of respondents are unmarried. Majority of respondents are unmarried.

NO OF RESPONDENT 15 35 50

PERCENTAGE 30 70 100

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CHART 4.3

PERCENTAGE

30%
MARRIED UNMARRIED

70%

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4.4 Table showing the experience of the respondents. YEARS OF EXPERIENCE LESS THAN 5 YEARS 5YEARS TO 10YEARS 10 YEARS AND ABOVE TOTAL INTERPRETATION
From the above table it is interpreted that 64% of the respondents have an experience of less than 5 years, 26% of the respondents have an experience of 5years-10years and 10% of respondents have an experience of 10 years and more.

NO OF RESPONDENTS 32 13 5 50

PERCENTAGE 64 26 10 100

Majority of respondents have an experience of less than 5 years .

CHART 4.4

PERCENTAGE
10%

26% 64%

LESS THAN 5 YEARS 5YEARS TO 10YEARS 10 YEARS AND ABOVE

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5.5 Table showing the income of the respondents. INCOME NO OF RESPONDENTS 12 30 8 50 PERCENTAGE

BELOW 8000RS 8000RS-15000RS 15000RS AND ABOVE TOTAL INTERPRETATION

24 60 16 100

From the above table it is interpreted that 24% of the respondents receive an income of Rs 8000, 60% of the respondents receive an income between Rs 8000 to 15000 and 16% of respondents receive an income of Rs15000 and more.

Majority of respondents receive an income between Rs8000 to Rs15000.

CHART 5.5

PERCENTAGE
16% 24%
BELOW 8000RS 8000RS-15000RS 15000RS AND ABOVE

60%

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4.6 Table showing whether the employees are satisfied with the timing of the shift in the company. OPTION NO OF RESPONDENT 36 14 50 PERCENTAGE

YES NO TOTAL INTERPRETATION

72 28 100

From the above table it is interpreted that 72% of the respondents are satisfied and 28% of respondents are not satisfied with the timing of the shift in the company.

Majority of respondents are satisfied with the timing of the shift in the company.

CHART 5.6

PERCENTAGE

28%
YES NO

72%

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4.7 Table showing the opinion of the respondents regarding supervision in their company. OPTIONS NORMAL STRICT VERY STRICT TOTAL INTERPRETATION
From the above table it is interpreted that 24% of the respondents feels the supervision at company is normal, 70% of respondents feel the supervision pattern is strict and 6% of respondent feels the supervision at company is very strict.

NO OF RESPONDENTS 12 35 3 50

PERCENTAGE 24 70 6 100

Majority of respondents feel that the supervision at company is strict.

CHART 4.7

PERCENTAGE
6% 24%
NORMAL
STRICT VERY STRICT

70%

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4.8 Table showing the incentives preferred by the respondents. INCENTIVES COMMISSION ALLOWANCE BONUS TOTAL INTERPRETATION
From the above table it is interpreted that 60% of respondents prefer incentives in the form of commission, 8% of respondents prefer allowance and 32% of respondents prefer bonus. Majority of respondents prefer commission in the company.

NO OF RESPONDENTS 30 4 16 50

PERCENTAGE 60 8 32 100

CHART 4.8

PERCENTAGE

32%
COMMISSION ALLOWANCE

60% 8%

BONUS

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4.9 Table showing whether the respondents are satisfied with the pay package. OPTIONS YES NO TOTAL INTERPRETATION
From the above table it is interpreted that 46% of respondents are satisfied with their pay package whereas 54% of respondents are not satisfied with their pay package.

NO OF RESPONDENTS 23 27 50

PERCENTAGE 46 54 100

Majority of respondents are not satisfied with their pay package.

CHART 4.9

PERCENTAGE

46%
54%

YES

NO

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4.10 Table showing the opinions of respondents regarding their job. OPTIONS CHALLENGING MONOTONOUS STRESSFUL TOTAL INTERPRETATION
From the above table it is interpreted that 76% of respondents feel that their job is challenging, 16% of respondents feel that their job is monotonous and 8% of respondents feel that the job is stressful.

NO OF RESPONDENTS 38 8 4 50

PERCENTAGE 76 16 8 100

Majority of respondents feel that their job is challenging.

CHART 4.10

PERCENTAGE
8% 16%
CHALLENGING MONOTONOUS STRESSFUL

76%

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CHAPTER 5

FINDING & SUGGESTION

FINDINGS
1) Majority of the respondents possess work experience of less than 5 years. 2) Majority of the respondents are satisfied with the timings of the shifts of the company. 3) Study reveals that majority of respondents belong to the age group of 20-40 years. 4) It is observed that supervision is strict. 5) Majority of respondent prefer commission in the form of incentives. 6) Only few respondents are satisfied with their pay package and are not allowed to take part in decision making. 7) Study reveals that majority of respondents feel that their job is challenging. 8) Study reveals that majority of respondents are satisfied with the work environment. 9) Study reveals that majority of the respondents feels that company thinks for long term welfare of the employees. 10) Majority of respondents believes that the performance of top management is important. 11) It is observed that many respondents feel that treating employees fairly and equally is of prime importance. 12) Majority of respondents feels that the company will have good business prospects in next 5 years. 13) The most advantageous findings so that the company is doing good is dealing with employees problems. 14) It is observed that there were mix opinions on satisfaction regarding job training for current job. 15) It is observed that majority of respondents are satisfied with the companys grievance redressal. 16) Majority of respondents are satisfied with their employers.

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17) Study reveals that majority of respondents feel that their peer-group relationship is encouraging and co-operative. 18) Majority of respondents are satisfied with their jobs on an overall basis. 19) There is significant relationship between type of job and gender.

SUGGESTIONS
1) The company can still improve its organizations climate. 2) The company can improve the supervision pattern as majority of respondents feel that supervision is strict. 3) The company can provide better pay package to the respondents. 4) The company can allow the respondents to participate in decision making. 5) The management can provide with food allowance, loan facility, marriage gifts and May Day gifts to the employees as many employees preferred these.

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CHAPTER 6 CONCLUSION
In todays competitive world of business, it is very difficult to introduce the product, place it, position it and sell it, but all mentioned depends upon the ability of the company to bring out a good product, place it in the market and sell it. Employees play a very important role in selling the product. Any organization development is based on the employees efficiency and attitude towards the organizational goals. Thus, satisfaction of employees will help an organization to attain its goals and the company must take steps to determine the level of satisfaction of its employees. The research design adopted for this study was descriptive method. Questionnaire was the main instrument used in the research. The statistical tools used for the study was percentage analysis and chi-squared test. The analysis reveals that employees are satisfied with the organization on an overall basis. However, it is necessary for the company to look into facts like involvement of employees in decision making, improving supervision and pay package. Thus, the study would be useful for the organization in framing its HR policies in future.

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CHAPTER 7 Bibliography
Marketing management : S.a. Sherlekar, Philip kotler. Human resource mgt : P.K. Tiwari.

www.kalpaelectrikal.com

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