Dissertation ON NALCO IN H.R DEPARTMENT

INTRODUCTION:OBJECTIVES AND IMPORTANCE OF THE PROJECT
To know the rules and guidelines as regards to Employee Satisfaction Policy being followed in NALCO. To know the major Government guidelines being issued to follow in Public Sector Undertakings. Flexibility of NALCOs Employees Satisfaction Policy to accommodate the changes those are taking place in the field of Employee Satisfaction nationally and globally.
SCOPE OF THE STUDY

The scope is limited to NALCOs Corporate office. The study covers one of the significant HR subsystems Employee Satisfaction to achieve organizations goal and objectives. The aim of the study is to measure the effectiveness of the subsystem that is realized in different functional departments.
METHODOLOGY
It is a systematic study which guides the scientific accuracy of investigation. It refers to the body of methods used in the study and maximum care has been taken to make the study systematic and scientific. The data for the present study has been collected from HR officials working in Corporate office in Bhubaneswar & survey method through questionnaire.
SOURCES OF DATA COLLECTION

For preparation of this project entitled Employee Satisfaction process in NALCO. I have collected different data and information through primary source by preparing the questionnaire and information there on and through personal interview with different
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officials in HRD Department of NALCO. As regards the secondary source, I have gone through different brochures, magazines and website of the company.
EXECUTIVE SUMMARY
This project gives an overview of Employee Satisfaction Process in NALCO How general process of satisfaction of employees is managed for Alumina & Aluminum Industry. Information of various criterias planned and formulated before the selection process is initiated. The project provides an insight of various strategies to be developed to fill in recruitment executives and non-executives for growth and development of an organization. However, this project has various constraints as there is some confidential information which the company doesnt want to reveal. All study is based on interaction with HR executives and data provided by Senior HR Manager of NALCO Special thanks to NALCO Management and HR department for cooperating with me for completion of this project.
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COMPANY PROFILE
ABOUT THE ORGANISATION
01. Name 02. Location
: National Aluminum Company Ltd. : Corporate Office at Bhubaneswar, Mines & Refinery Complex at Damanjodi, Aluminum Smelter & Captive Power Plant a
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03. 04. 05. 06. 07. 08. 09. 10 11
At Angul & Port facilities at Vizag. Regd. Office : Bhubaneswar Regional Offices : Delhi, Kolkata, Mumbai, Chennai, Bangalore Ownership Pattern: Public Sector, a wholly owned Government of India Company. Main Promoter : Ministry of Mines, Government of India, New Delhi. Top Management: Mr. A. K. Srivastav, CMD Foreign Collaboration: Aluminum Pechiney, France (Now ALCAN) Production Centre: Damanjodi & Angul Port : Paradeep, Vishakhapatnam & Kolkata Different Units : (a) Bauxite Mines, Panchpatmali, Koraput (b) Aluminum Refinery, Damanjodi (c) Aluminum Smelter, Angul (d) Captive Power Plant, Angul (e) Port Facilities, Vishakhapatnam.
After the discovery of large bauxite reserves in the East Coast in 1975, the Government of India during the year 1979 prepared the flexibility report and considered to establish an integrated Bauxite Aluminum complex in the State of Orissa. In January 1980, the visit of President of France to India saw the sight of a memorandum of undertaking for initiating discussion on technological collaboration and financing for the project. In November 1980 the Government of India sanctioned the establishment of Orissa Aluminum Complex. Finally the project was christened and registered as the National Aluminum Company Ltd. On 7th January 1981 in collaboration with Aluminum Pechiney of France impotent one of the largest multi location integrated Aluminum Project of the world with its own Captive Power Plant and Port facilities. At Damanjodiof Koraput on 29 March 1981 which show new path to the History of Indias Aluminum Industry as well as to NALCO. NALCOs original project of Rs. 2408 crores was partly financed by 980 US Million Dollars extended by a constitution of International Banks. The company had paid back overseas loans by 1998. Their after the company is going steady with major expansion plan with an internal fund involving an investment of over Rs 3700 crores. Different statements of NALCO state its production in a phased manner commencing from Nov. 1985. Within a short span of time NALCO has emerged as a leader in the field of Aluminum production in India and has also made significant impact abroad. With its consistent track record on quality assurance excellent thrust on customer services export performance and posting of profits, not only the company has earned a
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substantial foreign exchange but also earned many laurels in the form of rewards and awards. The details of which are depicted as the largest integrated Bauxite-AluminaAluminum Complex in Asia. NALCO are dedicated to the nation by the Prime Minister of India late Sri. Rajiv Gandhi in June 1989. Now Nalco is dealing with its product in more than 30 countries world wide including the UK, the USA, France, Norway, Italy, Switzerland, Brazil, Belgium, Russia, Australia, China & Japan.
National Aluminium Company Ltd. (Nalco)

It is considered to be a turning point in the history of Indian Aluminum Industry. Nalco was incorporated in 1981 in the Public Sector, to exploit a part of the large deposits of bauxite discovered in the East Coast. As a public sector enterprise of the Government of India, National Aluminum Company Limited (Nalco) is Asia's largest integrated aluminum Complex, encompassing bauxite mining, alumina refining, aluminum smelting And casting, power generation, rail and port operations. And Captive Power Plant situated in the state of Orissa along with Port Facilities at Vishakhapatnam, all in India. The initial capacity of Bauxite Mines was 2.4 million ton/year, Alumina Refinery of 0.8 million ton/year, Aluminum Smelter of 0.23 million ton/year and Captive Power Plant of 720 MW. The commencement of aluminum sale took Off in May, 1987 and Export of Alumina started in January, 1988. NALCO took up 1st Phase of Expansion Project of US $ 1 billion in 1996 Funded mainly through internal resources. In the 1st Phase of Expansion, Bauxite Mines capacity was enhanced to 4.8 million ton, Alumina Refinery to 1.575 million ton, Aluminum Smelter to 0.345 million ton and Captive Power Plant to 960 MW. Alumina produced by NALCO is partly used for Aluminum production and partly exported to various countries because of its world class quality and competitive price. Similarly, Aluminum produced by NALCO has different end products like wire rod, ingots, sow ingots, Rolled products etc. which are sold both in domestic as well as international markets. Price and quality wise NALCO products are internationally acclaimed and competitive. NALCO is engaged in its own R&D activities as well and has the pride to have few patents also. In recognition of the interest of the society, NALCO
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assigns high importance to protection, maintenance and promotion of environment. NALCO has the rare privilege of getting award from Govt. of India for export for Consecutive 19 years. Consumption participation in innovative farming, pisciculture, social forestry and sanitation programmes apart, encouragement to sports, art, culture and literature are all a part of Nalcos involvement with the life of the community. Successful operations of the company have led to employment and income generation for the local people in many significant ways.
BRIEF HISTORY:After the discovery of 1000 million tons of bauxite reserves in the Eastern Ghats, the Govt. of India on 28th March 1978, authorized Aluminum Pechiney of France to prepare a feasibility report on the industrial exploration of bauxite for the establishment of an integrated Aluminum Complex. The result of this study led to shifting of focus of attention to Panchpatmali, 30km. east of Koraput District of Orissa, Nalco was incorporated in 1981 as a public sector unit. The newly founded NALCO signed an agreement of collaboration with Aluminum Pechiney, the world leader in this field for incorporated o technical know-how to sat up Asias Largest integrated Aluminum Complex.
LOCATION:Registered Office .Bhubaneswar Bauxite Mine.Panchpatmali Aluminum Refinery.. Damanjodi Captive Power Plant..Angul Aluminum Smelter.Angul Port Facility.Visakhapatnam Rolled product unit...Angul
QUANTITATIVE DETAILS;Achievements of NALCO --1980

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A Memorandum of Understanding was signed in January, by the Government of India for technical collaboration and financing of an integrated alumina-aluminum complex with Aluminum Pechiney of France. NALCO presently has its units of captive power plants (each of 120 MW capacities). To meet the increased demand for power, a 6th plant of 120 MW was undertaken.
1981
The Company was Incorporated on 7th January, as a wholly owned enterprise of Government of India. The Company Manufacture aluminum hydrate, calcinated alumina, aluminum ingots and aluminum wire rods.
1993
NALCO signed a project co-operation agreement with Hydro Aluminum AG, Norway to carry out a joint study for feasibility of setting up a 100% export oriented aluminum plant of 0.9 million tonnes per annum capacity.1,28,86,19,200 No. of shares allotted.
1994
The Company proposed to undertake expansion of bauxite mine from 2.4 million tpa. to 4.8 million tpa. and alumina refinery from 8,00,000 tpa. to 13,50,000 t.p.a. This was subject to necessary clearances. It was proposed to undertake expansion of aluminum smelter capacity from 2,30,000 t.p.a. and that of captive power plant from 6 x 120 MW to 8 x 120 MW. To augment the smelting capacity, debottlenecking of smelter by addition of balancing equipment was under implementation. The debottlenecking programme was to enhance the smelter capacity of 2,30,000 tpa. The Company in collaboration with various government agencies was setting up facilities for extraction of gallium metal with an annual capacity of 950 kg. at Damanjodi unit.
1995
A Smelter plant at Angul was undertaken with a capacity of 26000 TPY of strip casting facility. A special Alumina plant at Damanjodi was undertaken with a capacity of 20,000 TPY. The Company is planning to set up a 100% Export Oriented Unit for aluminum rolled products based on its own liquid metal in equity participation with International Aluminum Products Ltd. (IAPL).
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1996
The proposal to expand the capacities of bauxite mine at Panchpatmali from 24 lakh tones to 48 lakh tones and alumina refinery at Damanjodi from 8 lakh tones to 15.75 lakh tones was approved by the Government on 18.12.1996. The Company's proposed to expand its smelting capacity to 3.45 lakh tones and power generation from 720 MW to 840 MW was cleared by PIB. Also, a market development cell was set up to explore and define marketing strategies for special products like Zeolite, gallium, special alumina etc.
1997
Subject to necessary approvals being obtained the company proposed to convert 50% of its existing equity capital into debt. The public sector aluminum giant, National Aluminum Company (NALCO) set up in technical collaboration with Pechiney, France is the largest integrated aluminum company in Asia. National Aluminum Company (Nalco), India's largest producer and exporter, got the ISO 14001 certification for environmental excellence. The National Aluminum Company, Bhubaneswar, signed an agreement of national importance with the NRDC for licensing from the NRDC the knowhow to manufacture gallium from the sodium alumina plant.
1998
The company has been forced to curtail its power generation capacity due to a drastic reduction in intake by Gridco - the nodal power transmission and distribution agency in Orissa. National Aluminum Company, the country's leading manufacturer, exporter of alumina and aluminum, has bagged the top export award of Chemical and Allied Products Export Promotion Council (Capexil) for 1997-98. This is the 11th time in succession that Nalco has won this award.
1999
The rating indicates highest safety. The National Aluminum Company Ltd (NALCO) a Government of India undertaking is setting up a plant for extraction of gallium at its aluminums refinery complex at Damanjodi. The National Aluminum Company (Nalco) will take over International Aluminum Products (IAPL), a joint venture company set up with Mukand Steel, by buying out stakes of all other investors including Mukand Steel. The company established new records in bauxite mining, alumina production and
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exports, metal production witnessed a downtrend due to the pot failures at Angul.
2000
The Company will commission the plant of its recently-acquired Indian Aluminum Products Ltd. by March 2001 and produce value-added aluminum products like sheets and rolls. The Officers went on an indefinite hunger strike from November 17. NCD programme of National Aluminum Company Ltd.
2001
A public sector aluminum company making a foray into detergent business sounds out of place. But if senior officials of National Aluminum Company (Nalco) are to be believed, the countrys second largest aluminum company will be doing that at its zeolite plant scheduled to start operations in July end.
2002
Nalco's alumina refinery capacity increased to 15.75 lakh tone. Department of Company Affairs (DCA) approves the merger of International Aluminum Products Ltd (IAPL) with National Aluminum Company Ltd (Nalco). Cabinet panel approves Nalco disinvestment roadmap. Hindalco acquires 4% stake in Nalco. Govt. decides to postpone Nalco divestment
2003
Commissions one unit of Captive Power Plant with a capacity of 120 MW and 120 pots of Smelter with a capacity to produce 57,500 MT of Aluminum per year. Nalco members okay delisting of securities from stock exchanges of Bhubaneshwar, Delhi, Calcutta & Madras National Aluminum Company (Nalco) awarded the Niryat Shree award for two straight years, 2000-01 and 2001-02. The award has been awarded by the Federation of Indian Export Organization (FIEO) for excellence in exports
2004
National Aluminum Company Limited (NALCO) has informed that Madras Stock Exchange Limited vide its letter dated December 22, 2003 have withdrawn the admission granted to dealings on their exchange for the securities of NALCO . National
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Aluminum Company Ltd has informed that the Delhi Stock Exchange vide their letter dated February 10, 2004 have approved the delisting of the securities of the company from their exchange.
2005
Nalco inks agreement with NMDC. Nalco gets five-star export house status. Nalco gets Capexil award. Nalco, Jindal cleared to set up aluminum plants in Vizag. Nalco to build coal block in Orissa
2006
Nalco gets EEPC award
2008
National Aluminum Company Ltd (NALCO) has appointed Shri. S Vijay Kumar appointed as Part-time Official Director of the Company with immediate effect vide Order dated January 23, 2008 of Ministry of Mines, Government of India.
2009
National Aluminum Company Ltd (NALCO) has informed that Shri. A K Sharma has been appointed as Director (Production) of the Company with effect from May 01, 2009 vide Order dated February 11, 2009 of Ministry of Mines, Government of India. National Aluminum Company Ltd (NALCO) has appointed Shri Ansuman Das as Director (Commercial) of the Company with effect from October 28, 2009 vide Order dated October 27, 2009 of Ministry of Mines, Government of India.
2010
National Aluminum Company Ltd (NALCO) has informed that Shri Sundeep Kumar Nayak, Joint Secretary, Ministry of Mines has been appointed, with immediate effect, as Part-time Official Director of the Company vice Shri V. K. Thakral, former Joint Secretary, Ministry of Mines vide Order dated January 07, 2010 of Ministry of Mines, Government of India.
NALCO TODAY
Today NALCO is considered to be during point in the 50 years old history of Indian Aluminum Industry . in a major leap forward, Nalco has not only addressed it self to the countrys need for self sufficiency in Aluminum but has also given the country, the technology edge in making this strategic metal on the best of the world standards. With this consistent track record in capacity utilization , technology absorption, quality assurance, export performance, serving of loans, internal resource generation & posting of profits.
Now Nalco has emerged as the largest integrated Bauxite Alumina Aluminum Complex in Asia, evading India to witness a quantum jump in Alumina * Aluminum production. Nalco for the first time created exportable surplus in Alumina and help to focus on his massive Bauxite resources in the East Coast estimated at 1600 million tons for setting up export oriented Alumina Plants. Today Nalco is created with best technology based self-sufficiency international orientation, regional development and environmental care, accent on future growth and above all a committed work force.
GLOBAL LINKAGES:
Nalco has a strong global presence. The company today has a boasts of customers in more than 50 countries world-wide. Nalco has its contents with regards to the technological association with the country named USA, France, UK, Germany, Hong
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Kong etc. With regard to Aluminum export the countries are Belgium, UK, Switzerland, Bangladesh, Singapore, Sri Lanka, Italy, Saudi-Arabia, Pakistan, Thailand, Indonesia, Dubai, Myanmar. With regard to Alumina export the countries are USA, Brazil, Norway, France, UK, Egypt, Bahrain, Switzerland, Indonesia, Hong Kong, Australia, Japan, North Korea, Russia, China, Dubai, Finland, Philippines, Iran etc.
LOCATIONAL ADVANTAGE:
The Alumina Refinery is close to Bauxite Mines at Damanjodi where as the CPP & Smelter at Angul are in proximity to Talcher coalmines in Orissa. This split location gives a tremendous advantage. This ensures minimum movement of bulk materials like coal and bauxite as well as transmission of power thereby reducing transportation costs. Angul today is a fairly big and bustling town on the NH NO. 42 which is the main highway connecting BBSR with Raipur, Sambalpur, Sundargarh and Rourkela. Nalco has established its Smelter Plant, CPP and its township close to the NH. The place is easily accessible from Cuttack & BBSR by road and by rail.
VISION;
To be reputed globally in metals and energy sectors.
MISSION:

To achieve sustainable growth in business through diversification, innovation and global competitive edge. To continuously develop human resources, create safe working conditions, improve productivity and quality and reduce cost and waste. To satisfy the customers and shareholders, employees and all other stakeholders. To be a good corporate citizen, protecting and enhancing the environment as well as discharging social responsibility in order to ensure sustainable growth. To intensify R&D for technology development.
VOLUME OF WORK:
Earth work: 113 lakh cubic meter. Concrete: 7.5 lakh cubic meter. Structured steel work: 11,01,000 tones. Tankages: 24,000 tones.
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OBJECTIVES:
Piping: 400 kilometers. Railway track: 90 kilometers. Rolling Stock: 326 Alumina wagons. 40 Caustic soda wagons 37 Bottom discharge coal wagons 9 Shunting locomotives.
1. To maximize capacity utilization. 2. To place leadership values in action. 3. To have global presence and earn foreign exchange. 4. To have a positive environment in the organization to attain success. 5. To optimize efficiency and productivity. 6. To scale new heights & achieve the desired position among competitors. 7. To install financial discipline at all levels. 8. To be a leader in customer satisfaction and cost efficiency. 9. To promote a steady growth in business. 10. To promote a result oriented organizational ethos and work culture.
DIFFERENT UNITS OF THE COMPANY:BAUXITE MINES:
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On Panchpatmali hills of Koraput district on Orissa, a fully mechanized opencast mine of 2.4 million tpa capacities is in operation since November 1985, serving feedback to Alumina Refinery at Damanjodi located on the foot-hills. Presently, the capacity is being expanded to 4.8 million tpa.
The Salient Features are:

Area of deposit - 16 sq. km. Resources 310 million tones. Ore quality Alumina 45%, Silica 2%. Mineralogy Over 90% Gibbs tic. Over burden 3 meters (Average). Over thickness 14 meters (Average) Transport 14.6 km long single flight multi0curve cable belt conveyor 0f 1800 tph.
ALUMINIUM REFINERY
The 8,07,000 tpa Aluminum Refinery, having three parallel streams of equal capacity is located in the picturesque valley of Damanjodi in Koraput district. In operation since 1986 the refinery is designated to; Provide Alumina to Companies Smelter Plant at Angul. Export balance Alumina to overseas markets through Vishakhapatnam port. Presently, the capacity is being expanded to 15, 75,000 tpa.

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Atmospheric pressure digestion process. Pre-desolation and inner-stage cooling for higher productivity. Energy efficient fluidized bed calciners. Co-generation of 3* 18.5 mw power by power by use of back pressure to turbine in steam generation plant.
Aluminum Smelter Plant
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The aluminum smelter plant is located at Angul, Orissa, which is approximately 699 kms. From the refinery plant, 5 kms. From the captive thermal power plant The aluminum smelter entered into production progressively from 1987. Presently, the aluminum smelter is producing about 2,30,800 tones per annum. Alumina is converted into primary aluminum through a smelting process using electrolytic reduction. Presently, the capacity is being expanded to 3, 45,000 tpa.
The salient features are:

Advanced 180 KA cell technology. Micro-processor based pot regulation system. Fume treatment plant with dry-scrubbing system for pollution control and fluoride salt recovery. Integrated facility for manufacturing carbon anodes, bus bars, anode terms etc. 4 x 35 tone and 4 x 45 tone furnaces and 2 x 15 tph and 2 x 20 tph ingot casting machines.
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26,000 tpa strip casting machines With the acquisition and subsequent merger of International Aluminum Products Limited (IAPL) with Nalco, the 50,000 tpa export-oriented Rolled Products Unit is all set to produce foil stock, fin stock, can stock, circles, coil stock, cable wraps, standard sheets and coil.
CAPTIVE POWER PLANT
Aluminum smelter plant and coal based captive thermal power plant at Angul are strategically located. Captive thermal power plant is located approximately 5 kms. Away from aluminum smelter plant. The Company has constructed captive thermal power plant adjacent to smelter plant to enable it to access to low cost electric power and minimize transmission losses The captive thermal power plant commenced operations in 1986. Presently, the captive thermal power plant has an electric power generation capacity of 1,080 MW by way of nine turbo-generators, each rated at120 MWWhile the captive thermal power plant provides entire electric power requirement of aluminum smelter approximately 15 kms. from Angul. The 18.5 kms. Captive railway system links captive thermal power. Close to the Aluminum Smelter at Angul, a Captive Power Plant of 600 MW capacity, comprising 5 x 120 MW clusters, has been established for firm supply of power to the Smelter. Presently, the capacity is being expanded to 960 MW.

Reduction in De-mineralized water consumption due to improved operation & maintenance.
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Replacement of HPMV lamp with high pressure HPSV lamp. Micro-processor based burner management system for optimum thermal efficiency. Computer controlled data acquisition system for on-line monitoring Automatic turbine run-up system. Specially designed barrel type high pressure turbine. Electrostatic precipitators with advanced intelligent controllers. The water for the Plant is drawn from River Brahmani through a 7 km long double circuit pipeline. The coal demand is met from a mine of 3.5 million TPA capacity opened up for Nalco at Bharatpur in Talcher by Mahanadi Coalfields Limited. The Power Plant is inter-connected with the State Grid.
PORT FACILITIES:
On the Northern Arm of Inner Harbour of Vishakhapatnam port on the Bay of Bengal, NALCO has established mechanized and ship handling facilities for exporting Alumina in bulk and importing Caustic soda.
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The Salient Features are: Maximum ship size 35000 DWT. Alumina reception 48 * 53 ton pay-load Wagons. Alumina storage 3 * 25000 ton RCC silos. Ship loading rate 2200 tph.
ROLLED PRODUCT UNIT:
Nalco has get up a 50,000 MT per annum Rolled Product Unit, integrated with the Smelter Plant at Angul, for the production of Aluminum cold sheets and coils from continuous caster route on the advanced technology of FATA hunter, Italy.
100% Export Oriented Unit Capacity: 50,000tpy Product Mix: Aluminum Alloy Coils & Sheets Rolling Mills Completed: April 2002 Product Launched: November 2002 Caster Commissioning: Approval of revised cost of Rs398.36 crore awaited o Located close to the Smelter Plant at Angul
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o Acquired from IAPL in March 2000.
ALUMINUM INPUTS:
The aluminum industry in India can be classified as: Captive power, ample bauxite reserves, coupled with cheap labour costs makes Indian Companies amongst the most competitative Aluminum producers globally. The main raw material for the manufacture of Aluminum includes bauxite, caustic soda, calcinated petroleum coke, coal tar pitch and LS/FS furnace oil. The production process for manufacture of aluminum is briefly outlined below. The mined bauxite are mixed with caustic liquor and is refined to produce alumina, this is then smelter (through electrolysis in a smelter) to obtain aluminum. Depending on the quality of bauxite, 2.5-3 tones are required for manufacture of 1 tone of alumina. In turn, 2 tons of alumina are requires for manufacture of 1 tone of aluminum.
BAUXITE:
Indian bauxite reserves at 3 ban tones are the 5th largest in the world reserves. Most aluminum refineries are designed around the bauxite reserves to reduce transportation costs. Cost per ton of bauxite varies for players depending on the location of refinery and bauxite mines. For example, Nalco has estimated 1600 million tones of bauxite reserves only 20km from alumina refinery, enabling it to become one of the most economical bauxite producers in the world.
POWER:
Power constitutes the single largest cost component for aluminum manufacturers (35-40% of operating costs). Almost all the major Indian companies have Captove Power Plants thus giving them access to cheap power. This makes India one of the most competitive low cost Aluminum producers in the world.
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Hindalco & Nalcos production costs are amongst the lowest in the world. Both companies have the advantage of 100% Captive Power, vital in a power intensive Industry and in a power deficit country like India. Bauxite and calcinated petroleum coke are primary raw materials for this industry. However, alumina is raw materials for smelter and aluminum metal is raw material for fabrication.
FUEL USAGE:
Coal, furnace oil and electricity are primary energy inputs in Aluminum Production. Coal is primarily used to generate steam which is used in the process while fuel oil is mainly used in calcinations of Alumina and various furnaces in fabrication plants. Electricity is the major energy input in Aluminum production and is considered to be prime factor in determining economics of Aluminum Production. Hence, all primary metal producers have installed their own captive Power Plant to supply cheaper and uninterrupted is supplied for their use. Majority of electricity consumed in this industry is supplied by their Captive Power Plant.
TECHNOLOGICAL STATUS
Invented over 100 years, Bayer Hall-Heroult is the only available commercial technology, even today, for the production of Alumina is the basic raw material for the production of Alumina obtained from bauxite, a mineral the Bayer route, which is an extractive hydro-metallurgical process.
CORPORATE SOCIAL RESPONSIBILITY:
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At Nalco, when we started our activities in Orissa 29 years ago, there was no such nomenclature like Corporate Social Responsibility or CSR. All that we knew was our Moral Responsibility towards the society. But today, CSR has become a buzzword in the corporate world. More and more organizations are waking up to this belated realization that beyond productivity and profitability, it is the social accountability that determines their image. Presently, even before the land is acquired and foundation-stone laid for a project, the company launches its CSR activities in the area. It is presumed that on a solid CSR foundation, a strong business empire can be built. As a policy, Nalco has been allocating 1% of its net profit of the year for periphery development activities of the succeeding year Out of this allocable fund: 40% is for Damanjodi sector, where the companys Mines & Refinery are located; 40% is for Angul sector, where the companys Smelter & Power Plant are located; and 20% is for other areas.
Navaratna Nalco has decided to set up a Corporate Social Responsibility Foundation by the end of April, 2010. For this, the company shall be allocating one percent of its net profit every year. So far, Nalco was spending one percent of its net profit for its periphery development programme. With the setting up of Nalco CSR Foundation, the amount now stands doubled. Moreover, the Govt guideline is to spend 5% of the net profit from mining revenue for CSR activities; whereas Nalco has decided to spend 2% from its overall net profit, which is much higher . Building Nalco does not mean merely contributing to the aluminum capacity of the country. It has involved playing significant roles in the economic development of the areas where Nalco operates. Rehabilitation of displaced families, employment and income generation for local people, development of infrastructure, environment care and humanitarian goodwill missions have earned Nalco a place of pride, not only in the corporate world of India but also in the hearts of the people of Orissa.
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Now, the doubling of CSR fund indicates that with the passing years, Nalco has become more mellowed and matured, sharing its success with the society at large.
BEYOUND ALUMINUM
Environment Management & Safety:
Nalco, since its inception, has taken adequate steps for pollution control and effective Environment Management. Nalco's technology associate Aluminum Pechiney (AP), France, with their experience of stringent pollution control standards in Europe, have ensured eco-friendly process technology.
With the growing environmental awareness in India and framing of stringent and statutory regulations, Nalco achieved all statutory clearances before starting its production.
Strict adherence to approved EMP and constant monitoring has helped Nalco to achieve considerable success in the field of Environment Management.
The Company received Indira Priyadarshini Vrikshamitra (IPVM) Award from MOEF Govt. of India for the year 1994 for its contribution in the field of afforestation and wasteland development. The 960 MW Captive Thermal Power Plant of the Company also received the prestigious Indira Gandhi Paryavaran Puraskar (IGPP) for the year
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2000 from MOEF Govt. of India for its outstanding contributions in the field of environment management. Besides these, the Company and its Units have received various National, State and Institutional awards for excellence in pollution control, Safety & Environment Management.
NALCO PRODUCTS:-
Aluminium Metal: Standard Ingots Sow Ingots Billets Wire Rods Cast Strips Cold Rolled Sheets
Alumina & Hydrate: Calcinated Alumina

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Alumina Hydrate Detergent grade Zeolite-A. Specialty Alumina & Hydrates
MAN-POWER:As regards the philosophy of NALCO in context of HR management, it is to attract competent personnel with growth, potential and develop their skills and capabilities in a congenial world and social environment through opportunities for training, recognition, carrier advancements and other incentives. It is also to develop and nurture favorable attitude among employees and to obtain their best contribution to the organization by providing stable employment, conductive working conditions, job satisfaction, quick redressal of grievances and through good pay structure and welfare amenities, commensurate with companies capacity to spend and the government guidelines. It is also to foster fellowship and sense of belongingness among all sections of employees with management and encouraging healthy trade union practices.
However, the manpower status of the company as on end of May, 2011 is As Follows:Sl.No 01 02 03 04 Category Executives Supervisors Skilled & Highly Skilled Unskilled & Semi-skilled Total: Position as on end 31st May 2011 1875 840 4064 1007 7786
Besides above the manpower status of the company unit-wise is reflected In the Table Below:
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Unit Man Smelter CPP Corporate & Others Total
Executive 529 654 405 287 1875
Supervisor 234 258 177 170 839
Skilled/Semi skilled 1696 2399 868 86 5049
Unskilled 18 03 02 23
Total 2477 3314 1452 543 7786
Organization Structure:
CMD
D/R (Finance)
D/R (Personal Administration)
D/R (Production)
D/R (Project & Technology)
D/R (Commercial)
ED (Finance)
ED (HRD & Administrtn.)
ED (Production)
ED (Project & Tech.)
ED (Materials )
ED (Mktng.)
GM
DGM
Asst. GM. Senior Mgr.
Manager
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Dy. Manger
Asst. Manager Jr. Manager-Asst. Officer
HR Polices of Nalco
The department of HR in NALOC, functions with a number of rules, regulations and policies both for the benefits of its employees and company as a whole. Those are, in brief, as under: I. HR Policy : A) Recruitment and promotion rules for Executives. B) Promotion Schemes for Non-executives to executives. C) Recruitment and promotion rules for Non-Executives. D) Verification of character and Antecedents. E) Application Fee exemption for SC/ST. F) Reimbursement of traveling Expenses to candidates for interview. G) Joining Formalities. H) Induction Programmer. I) Probation Assessment for Executive. J) Probation Assessment for Non- Executive. K) Training and Development. L) Annual Performance Appraisal-Executives. M) Annual Performance Appraisal- Non-Executives. N) Forwarding of Application for outside employment. II. Conduct, discipline &Appeal Rules.
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III. Leave &Leave Travel Concession (LTC) Rules. IV. Wages &Salary Administration V. Allowances (TA, DA, Conveyance Allowance, Cash Handing Night Shift Allowances etc.) VI. Advances (HBA, Special Advance, Motor Vehicle Advance, Advance, Multipurpose Advance etc.) VII. Motivation Scheme (Incentive for Professional Qualification Fare Well Scheme, Performance Linked Benefit Scheme, Sarjana Scheme etc.) VIII. Welfare Scheme (Medical Facility, Reimbursement of Educational fee, IX. Scholarship, Group Insurance, Benevolent, Fund, Funeral Expenses, Rehabilitation Scheme, Fare Well Scheme for Retiring employees etc.) X. Retirement Benefits (PF, Group Gratuity Life Assurance Scheme, VR Scheme, Post Retirement Medical Facility & Pension Scheme etc.) Furniture Allowance,
EMPLOYEE SATISFACTION:
Employee satisfaction is the method used to describe employees happiness and contentment in fulfilling their desires and needs at work. Employee satisfaction is a factor in employee motivation, employee goal achievement and positive moral in the work place. Employee satisfaction is a measure of how happy workers are with their job and working environment. Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and loyal to the company. There are many factors in improving or maintaining high employee satisfaction, which wise employers would do well to implement. To measure employee satisfaction, many companies will have mandatory survey or face-to-face meeting with employee to gain information. Both of these tactics have
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pros and cons, and should be chosen carefully. Surveys are often anonymous, allowing workers more freedom to be honest without fear of repercussion. Interviews with company management can feel intimidating, but if done correctly can let the worker known that their voice has been heard and their concerns addressed by those in charge. Surveys and meeting can truly get to the center of the data surrounding employee satisfaction, and can be great tools to identify specific problems leading to lowered morale. Many experts believe that one of the best ways to maintain employee satisfaction is to make workers feel like part of a family or team. Holding office events, such as parties of group outings, can help build close bonds among workers. Many companies also participate in team building retreats that are designed to strengthen the working relationship of the employees in a non-work related setting. Camping trips, paintball wars and guided backpacking trips are version of this type of team-building strategy, with which many employers have found success. Of course, few workers will not experience a boost in morale after receiving more money. Raises and bonuses can seriously affect employee satisfaction, and if a company with widespread problems for workers cannot improve their overall environment, a bonus may be quickly forgotten as the daily of an unpleasant job continues to mount. If possible, provide amenities to your workers to improve morale. Make certain they have a comfortable, clean break room, with basic necessities such as running water. Keep facilities such as bathroom clean and stocked with supplies. While an air of professionalism is necessary for most businesses, allowing workers to keep family photos or small trinkets on their desk can make them feel more comfortable and nested at their workstation. Basic consideration like these can improve employee satisfaction, as workers will feel well cared for by their employers.
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The backbone of employee satisfaction is respect for workers and the job them perform. In every interaction with management, employees should be treated with courtesy and interest. As easy avenue for employee to discuss problems with upper management should be maintained and carefully monitored. Even if management cannot meet all the demands of employees, showing workers that their being heard and putting honest dedication into compromising will often help to improve morale.
5steps to gauge employee satisfaction

ELOBORATE:Employees satisfaction surveys are the in thing with corporate now. An hr manager can gauge employee satisfaction through the following five simple steps. All he need is to keep an open mind and be willing to criticism. Energy If the area around the office cracking with energy and enthusiasm then it definitely indicate that everyone one is ranging to go. The spring in step definitely indicates that the person is charge of to face a multitude of tasks. A spontaneous rendition of the latest popular song while being aleart and glued to the monitor just indicate that the person is enjoying his job just like one would a song and dance routine! Smile The curve is the most obvious indication of an employees satisfaction. Happy employees make for happy work environment. The lake of a smile and an agitated demeanor clearly signal that the employee is not happy about something within the company, be it the individuals job or the work environment. Banter
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Office banter roughly includes coffee table and lunch room conservations and general gossip. Keep track of the groups of employees who gravitate together out of common interests. What is being discussed at these places will help the HR department effectively pinpoint the levels of satisfaction within the office. Willingness to take on extra load Employees who are happy with their jobs dont mind taking extra loads of the same kind. Since they obviously enjoy what they are doing, they do not mind the extra work once in a while! Faithfulness to deadliness Adhering to deadliness is not a problem when a job is executed with enthusiasm. Lack of motivation coupled with lethargy is kept at bay as the work is viewed not as burden but as fun. All these indicators in will prove effective only if the hr manager takes pains to keep himself abreast of office happenings. Expecting genuine feedback through from filling is asinine, as it the most sterile form of communication.
Importance of employee satisfaction

Employee satisfactions supremely important in an organization because performance depends on it. If our employees are satisfied, they would produce qualitative product in optimal time. Satisfied employees are also more likely to be creative and innovative. It will help to take care of market condition and enhances profit of organization. An employee plays a vital role in an organization as their output of work directly related to the companys overall success.
The study of employee satisfaction is importance as it help us to know the relationship between: Satisfaction and performance:
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Satisfaction performance relationship can be essentially summarized in the statement A happy worker is a productive worker having employee get together, providing counseling service for employee training. Supervision to be sensitive to the concerns of subordinate can be done to make workers happy. Organization with more satisfied employee tends to be effective than organization with less satisfied employees. Sometimes it found that if he employee were more satisfied then there would be increase in performance. But it is not always true in some cases. So the debate whether satisfaction leads to better performance leads to satisfaction stills continues. Satisfaction and turn over:Does a high employee satisfaction results in low turnover? Research has discovered a negative relationship between satisfaction and turnover. Although absolutely no turnover is not beneficial for the organization, a low turnover rate is usually desirable because of training cost and the drawback of experience. Satisfaction and Absenteeism:There is negative relationship between satisfaction and absenteeism. Dissatisfied employees are more likely to miss work. Workers with high satisfaction score will have much higher attendance then those with lower satisfaction levels.Manager are most likely to appreciate, evaluate positively and allocate reword to employee are most likely to be satisfied if they perceive they do fit. Satisfied and committed employees are instance have lower rates of turnover and absenteeism.
Employee satisfaction is needed for Various activities:1-Retain employees in between the organization 2-Increacing productivity 3-Teambuilding
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4-Improving attendance of staffs 5-improving performance of employees 6-Motivate employees for good performance 7-Conflict management 8-Creat good relationship 9-Emotional selling 10-Giving the best service to customers 11-Problem solving 12-Persnal effectiveness: time management, planning and organizing.
MODELS
EARLY THEORIES
CONTEMPORAR Y THEORIES
SCIENTIFIC MANAGEME NT
HUMAN RELATION S MODEL
CONTENT THEORIES
PROCESS THEORIE S
CONTENT THEORY
PROCESS THEORY
MASLOWS NEED HIERARCH Y THEORY
HERZBERG TWO FACTOR THEORY
ALDERF ERS ERG THEORY
ACHIVEMEN T MOTIVATIO N THEORY
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GOAL SETTING THEORY
VROOMS EXPECTATI ON THEORY
ADMSS EQUITY THEORY
PORTERS PERFORMANCE SATISFACTION MODEL
Generally employee satisfaction depends upon various needs. If organizations fulfill all the needs then the employees can be satisfied. Various types of needs are defined by
MASLOWS NEED HIERARCHY

Let us discuss about this theories which be help in the employee motivation. Employee motivation is the key point to satisfy employ.
MASLOWS NEED HIERARCHY / NEED PRIORITY MODEL

The behavior of an individual at a particular moment is usually determined by his strongest need. These needs are generally divided into five categories. They are:1. Physiological Needs: The most basic, powerful and obvious of all human needs is the need for physical survival. This includes food, drink, oxygen, sleep, sex, protection form extreme temp and sensory stimulation. These physiological drives are directly concerned with the biological maintenance of the organism and motivated by higher order needs. The physiological needs are for example:-food, cloth, shelter. 2. Safety Needs:33
Safety needs exert influence beyond childhood. The preference for secured income, the acquisition of insurance and owing once own home may be regarded as motivated in part by safety seeking Other expression of the need for safety occur when individual are confronted with real emergencies, e.g., war, crime, waves, floods, earthquakes, riots, social disorganization etc. managerial practice to satisfy the safety needs of employee includes pension scheme, group insurance, provident fund , gratuity, safe working condition, grievance procedure, system of seniority, to govern lay-off and others. Arbitrary actions which create feelings of uncertainty, favoritism, on the part of superiors hardly create feeling security in an employees mind. 3. Social Needs:Also called belonging and love needs. These needs arise when physiological and safety needs are satisfied .in the organizational context, social need represent the need for a compatible work group, peer acceptance, professional friendship and friendly supervision. In social needs defines Unlike Freud. 4. Self Esteem Needs: - Satisfaction of self esteem needs generates feelings and attitudes of self confidence, worth, strength and capability, these means feelings of inferiority ineptness, weakness and helplessness. Esteem is the result of effort-it is earned. In an organizational point of view self-esteem needs correspond to job title, merit pay increase pear or supervisory recognition, challenging work, responsibility and publicity in company publication. 5. Self Actualization Needs: The need for self actualization is distinctive, in that it is never fully satisfied. It appears to remain important and instability. The more apparent satisfaction of it a person obtains, the more important the need for more seems to become. A man with high intensity of achievement needs will be restless unless he can find fulfillment in doing what he is fitted to do. As Maslow has put it, this need might
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be phrased as the desire to become more and more what one is, to become everything that one is capable of becoming. Three reasons explain why majority of people dont reach self actualization 1- Blind to own potentials. 2- Social environment stifles, 3- Lower level needs exert pressure.
Who will be satisfied ? EMPLOYEES

The term employee satisfaction defines that first preference should be given to the employees. Employee satisfaction leads to qualitative products and profit for both employees and employers.
By employee satisfaction also the employers /management are satisfied :

1- Creating and sustaining employees motivation. 2- Ensuring commitment from employees 3- Maintaining high moral 4- Reducing conflict 5- Increasing productivity and profitability 6- Increases management as well as organization good will
Here bergs hygiene and motivation

According to Herzberg satisfaction and dissatisfaction are not opposite poles of one dimension, they are two separate dimensions. Satisfactions affected by motivators and dissatisfaction by hygiene factors.
ERG theory
The ERG theory is more consistent with our knowledge of individual differences among people. Variable such as education, family background and cultural environment can alter the importance or driving force that a group of needs holds for a particular
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individual. Overall ERG theory seems to take some of the strong points of the earlier content theories, but is less restrictive and limiting.
Achievement motivation theory:

Employees with a high need for achievement derive satisfaction from achieving goals. Succeeding a task is important to the high achiever. Although people with a high need for achievement are often wealthy, their wealth comes from their ability to achieve goals. McClelland believes that the need for achievement can be learned and he has cited numerous instances in which people developed the need to achieve. He believes that economically backward cultures can be changed if the need to achieve can be stimulated. If McClelland is right, the achievement motivation theory is particularly attractive, because the motive can be taught to an individual or group.
Process theory
Goal setting theory
A goal is basically a desirable objective, the achievement of which is upper most in the mind of a person. Goals are used for 2 purposes in organization. As motivation devices in the sense that employees work towards meeting these goals. As a control device when performances are monitored in relation to the goals set for individuals and departments.
Equity theory
Adams motivation theory which is based on the comparison of perceived inputs to outputs. Porter and Lawler seek to identify valences and expectancies and link effort with performance and satisfaction.
Vrooms expectancy theory

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Vrooms formula, with states that: Motivation = Expectancy * Instrumentality * Valence.
Work-life balance of an employee

What is work life balance?
By definition, Work- life Balance is about people having measure of control over when, where and how they work. There is a view that Work-life Balance only in the frame work of what the company does for the individual. However, Work- life Balance is about people having measure of control over when, where and how theory works. There is a view that work- life Balance only in the frame work of what the company does for the individual. However, Work-life Balance is a two-prong of Work-life Balance, which many individuals overlook, relates to what individuals do for themselves. The core of Worklife Balance, which many individuals overlook, relates to what individuals do for themselves. The core of work-life Balance could also be summed as achievement with enjoyment. Achievement and enjoyment at work is a critical part of work-life Balance. Furthermore, achievement and enjoyed in the other three quadrants of once life (e.g. family, friends and self) is critical as well. Work cultures have often demanded a transformation from inflexibility of flexibility. Work-life Balance is a board concept including proper prioritizing between career and ambition on one hand, compared with pleasure, leisure, family and spiritual development on the other. As the separation between work and home life has diminished, this concept has become more relevant than ever before.
History:The expression was first used in the late 1970s to describe the balance between an individuals work and personal life.
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Over the past 25 years, there has been a substantial increase in work which is felt to be due, in part, by information technology and by an intense, competitive work environment. Long-term loyalty and a sense of corporate community have been eroded by a performance culture that expects more from their employees yet offers little security in return. Many experts predicted that technology would eliminate most household chores and provide people with much more time to enjoy leisure activities; but many ignore this option, encouraged by prevailing consumerist culture and a political agenda that has elevated the work ethic to unprecedented heights and thereby reinforced the low value and worth attached to parenting. Employee assistance professional say there are many causes for this situation ranging from personal ambition and the pressure of family obligations to the accelerating pace of technology. According to the recent study for the Center for Work-life policy. 1.7 million People consider their jobs and their work hours excessive because of globalization. Between forty-six and forty-nine percent of workers that tress is affecting their interpersonal and sexual relationship. Additionally, men feel that there is a center stigma associated with saying I cant do this.
Need and benefits of work life Balance

Today the deadlines are getting tighter and an individuals job is not only to match that deadline but also to give quality output. Due to this work pressure it becomes exceedingly difficult to maintain a family life. It becomes very difficult to have the engagement of body. In every individuals life there are four stakeholders-own personality, job, family and society. A person who is a workaholic and does not enjoy his family life cannot be termed a successful person. When a life encounters such imbalance then the peace and harmony of life vanished and there is an adverse effect of it on the work life too. To avoid this
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imbalance in life. The transition from work life imbalance to work life balance has obvious benefits to an organization and its employees. Work life balance on an individual level can bring phenomenal change in his life and can also heavily impact a society. A balanced work life is of advantage to an employees health. Stress level declines drastically to healthy levels. Individuals derive wore value for their work and form life that leads to greater satisfaction and is also seen as a mode of self-actualization. The employees can better understand the nature of his work balance as work life balance can vary among individuals. It is this point of time that an employee starts resting immense trust in the organization and his commitments level to the organization increase. On the social font, the individual gains when relationship improve. The individual can now willingly devote more time and energy to his so commitments, which is also vital for a happy life. Thus, work-life balance can bring a hue transformation are the organizational and individual levels. It helps an organization to inherently build a strong value system, which is attributed to the life balance enjoyed at the employee level. Consequently, the organization does not have to impose a formulated framework or organization values because they now became intrinsic to it. Work life balance at the individual level enjoys its success in addressing to societal issues. it helps in heading a society off its problem such as increasing infertility among working people, increasing number of divorces and its adverse effect on children.
Roles and Responsibilities

Organizations are becoming more and more demanding in terms of output. The businesses are being operated in term of volume and in terms of values. This disturbs the
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balance between work and life in employees lives. The organizations are too exacting in their demands and because of the very high competition, they are able to dictate terms open the individuals. As the organizations are basically the profit driven entities, they rarely bother about the personal life and work-satisfaction issues of the employee. Thus they are least concerned at their level with work life satisfaction. Organizations have the work force in plentitude and as far as the people are ready to work as there people instead of one, they dont brother about the consequences the employees may face with this stressful work atmosphere. Individuals are equally responsible for creating work life imbalance, as the silence adopted by the individuals is the major factor responsible for work life imbalance. As people do not rise their voice against the unfair amount of work delegated upon them, they land up with unfair amount of work for themselves. Due to high ambitions of the individuals they put themselves under much more pressure than they can handle. people tend to escape from marking decisions and from tanking stands. Work life imbalance is creating a different kind of lifestyle. People are having different professional and personal goals, which are often contradictory, and this is ultimately bringing imbalance in their lives.
Work life balance benefits to the organization:

Measured increase in individual productivity, accountability and commitment Better teams work and communication Improved morale. Less negative organizational stress.
Work life balance benefits to the individuals:

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More value and balance in your daily life. Better understanding of what your best individual work life balance is. Increase productivity Reduced stress. Improved relationship of both on and off the job
Work life balance between personal and professional life

We all are in a mad race to reach for the skies accomplish anything and everything in life. But somewhere down the line, we forget to maintain equilibrium between professional and personal lives. Some topnotch people discuss how they maintain this balance successfully. Many a times, successfully people, in the quest for reaching the top, work so hard they leave behinds their friends and family and miss out on the real pleasures of life. While it is absolutely great to have a flourishing carrier, it is equally imperative to have a life and relationship outside to work. This is the reason why maintaining a balance between one professional and personal life has became the norm for the day.
4. Surveys & Findings
SURVEY REPORT
WAGE AND SALARY
1. NALCO providing salary according to needs.
100 80 60 40 20 0 Agree Disagree No com ments
Agree-:
87%
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Disagree-: 9% No comments-: 4% Maximum 86% are agreed with the salary provided by NALCO according to need. INFERENCE NALCO is providing salary according to needs. 2. Company follows the rule of equal payment for equal work.
80 70 60 50 40 30 20 10 0 Agree Disagree No com ments
Agree-:
75%
Disagree-: 25% No comments-: 0%
Maximum 76% are agreed with the company for following the rule of equal payment for equal work INFERENCE NALCO follows the rule of equal payment for equal work but at the same time 24% of employees are disagree with this rule. 3. Employee are satisfied with NALCOs compensation management.
60 50 40 30 20 10 0 Agree Disagree No com m ents
Agree-: 56% Disagree-: 18% No comments-: 26%
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Maximum 56% are agreed that employees are satisfied with NALCOs compensation management. INFERENCE Employees are satisfied with NALCOs compensation management.
4. Bonus/extra gratuity is regularly paid by NALCO.
100 80 60 40 20 0 Agree Disagree No com m ents
Agree-:
92%
Maximum 92% are agreed that Bonus/extra gratuity is regularly paid by NALCO. INFERENCE Bonus/extra gratuity is regularly paid by NALCO.
5. Employees are satisfied with increment given by NALCO.

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Maximum 92% agreed that Employees are satisfied with increment given by NALCO. INFERENCE Employees are satisfied with increment given by NALCO.
6. Employees are satisfied with the loan facility provided by the company.
80 70 60 50 40 30 20 10 0 Agree Disagree No com m ents
Maximum 76% agreed that Employees are satisfied with the loan facility provided by the company. INFERENCE Employees are satisfied with the loan facility provided by the company.
7. Employees are satisfied with the educational facility given by the company.
60 50 40 30 20 10 0 Agree Disagree No com ments
Agree-:
60%

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Maximum 60% agreed that Employees are satisfied with the educational facility given by the company INFERENCE Employees are satisfied with the educational facility given by the company.
8. An employee pay compares with that for similar jobs in other companies.
60 50 40 30 20 10 0 Agree Disagree No com ments
Maximum 52% agreed that An employee pay compares with that for similar jobs in other companies. INFERENCE An employee pay compares with that for similar jobs in other companies but at the same time 28% low level employees are disagreed. 9. Their are chances for the advancement of the job in NALCO.
Agree-:
45%

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Maximum 50% agreed that Their are chances for the advancement of the job in NALCO. INFERENCE Their are chances for the advancement of the job in NALCO but 20% employees are discharged with this point. Inference More than 50% employees are always satisfied with the wage and salary provided by NALCO.
REWARD AND AWARD
10. NALCO provides reward according to the performance.

Maximum 60% agreed that NALCO provides reward according to the performance. INFERENCE NALCO provide reward according to the performance. But 28% employees are disagreed. 11. The way employee job in NALCO provides for a secure future.

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Maximum 90% agreed that the way employee job in NALCO provides for a secure future. INFERENCE The way employee job in NALCO provides for a secure future. 11.The employee get full credit for the job they do in NALCO.
Agree-:
88%
Maximum 88% agreed that the employee get full credit for the job they do in NALCO. INFERENCE The employee get full credit for the job they do in NALCO.
13. Employees are satisfied with the way the promotion given to them by NALCO.
Agree-:
75%
Disagree-: 25%
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No comments-: 10%
Maximum 75% agreed that Employees are satisfied with the way the promotion given to them by NALCO. INFERENCE Employees are not satisfied with the way the promotion given to them by NALCO. 14. Employees are satisfied with dry promotion provided to them by NALCO.
Agree-:
35%
Maximum 50% disagreed that Employees are satisfied with dry promotion provided to them by NALCO. INFERENCE Employees are not satisfied with dry promotion provided to them by NALCO. But still 35% employees are satisfied. 15. NALCO praises employees for doing a good job.
70 60 50 40 30 20 10 0 Agree Disagree No com ments
Agree-:
68%
Disagree-: 18%
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No comments-: 14% Maximum 68% agreed that NALCO praises employees for doing a good job. INFERENCE NALCO praises employees for doing a good job.
WORK-LIFE BALANCE
16. NALCO is providing flexible work hours.
Maximum 85% agreed that NALCO is providing flexible work hours. INFERENCE NALCO is providing flexible work hours.
17. Employees are satisfied regarding superior-subordinate relationship in NALCO.
Agree-:
90%
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Disagree-: 10% No comments-: 0% Maximum 90% agreed that Employees are satisfied regarding superior-subordinate relationship in NALCO. INFERENCE - Employees are satisfied regarding superior-subordinate relationship in NALCO.
18. Employees find adequate time to spend with their family.
Maximum 82% agreed that Employees find adequate time to spend with their family. INFERENCE - Employees find adequate time to spend with their family.
19. Employees are satisfied with the leave facility provided by NALCO.
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Agree-: 100% Disagree-: 0% No comments-: 0% Maximum 100% agreed that Employees are satisfied with the leave facility provided by NALCO. INFERENCE - Employees are satisfied with the leave facility provided by NALCO. 20. NALCO have a separate policy for work life balance.
70 60 50 40 30 20 10 0 Agree Disagree No com m ents
Agree-:
70%
Maximum 70% agreed that NALCO have a separate policy for work life balance. NALCO have a separate policy for work life balance. INFERENCE - NALCO have a separate policy for work life balance.
21. NALCO have social functions at times suitable for employees families.
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Agree-: 95% Disagree-: 5% No comments-: 0% Maximum 95% agreed that NALCO have social functions at times suitable for families. INFERENCE - NALCO have social functions at times suitable for employees families. 22. NALCO pays adequate attention to women employees and their problems.
Maximum 84% agreed that NALCO pays adequate attention to women employees and their problems. INFERENCE - NALCO pays adequate attention to women employees and their problems.
23. If employees have good work-life balance then The organization will be more Effective & successful
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Maximum 90% agreed that If employees have good work-life balance then The organization will be more Effective & successful. INFERENCE - If employees have good work-life balance then the organization will be more effective & successful. 24. Employees are satisfied regarding the amount of time they spend at work.
Maximum 73% agreed that Employees are satisfied regarding the amount of time they spend at work. INFERENCE - Employees are satisfied regarding the amount of time they spend at work. 25. NALCO encourage the environment of your family member in Work-achievement reward functions
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Maximum 75% disagreed that NALCO encourages the environment of your family members in work-achievement reward functions. INFERENCE - More than 50% employees are always satisfied with the work-life policies provided by NALCO.
FAMILY WELFARE
26. NALCO provides medical facilities to the employees family.

Maximum 90% agreed that NALCO provides medical facilities to the employees family. INFERENCE - NALCO provides medical facilities to the employees family. 27. NALCO is bearing educational expenses of employees children.
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Maximum 85% agreed that NALCO is bearing educational expenses of employees children. INFERENCE - NALCO is bearing educational expenses of employees children. 28. NALCO provides transportation facility to the children of employees.
Maximum 70% agreed that NALCO provides transportation facility to the children of employees. INFERENCE - NALCO provides transportation facility to the children of employees.
29. NALCO provides Leave Travel Concession (LTC).

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Agree-:
95%
Maximum 95% agreed that NALCO provides Leave Travel Concession (LTC). INFERENCE - NALCO provides Leave Travel Concession (LTC). 30. NALCO provides club & guest house facility for the employees & their family.
Maximum 92% agreed that NALCO provides club & guest house facility for the employees & their family. INFERENCE - NALCO provides club & guest house facility for the employees & their family. Inference: - More than 50% employees are always satisfied with the Family Welfare Policy provided by NALCO.
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RETIREMENT BENEFITS
31. NALCO provides pension to the employees.
Maximum 56% agreed that NALCO provides pension to the employees. INFERENCE - NALCO provides pension to the employees. 32. NALCO provides gratuity to the employees.
Maximum 80% agreed that NALCO provides gratuity to the employees. INFERENCE - NALCO provides gratuity to the employees. 33. NALCO provides post retirement medical facilities.
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Maximum 85% agreed that NALCO provides post retirement medical facilities. INFERENCE - NALCO provides post retirement medical facilities. 34. NALCO provides jobs to the employees spouse or children after retirement.
Maximum 97% disagreed that NALCO provides jobs to the employees spouse or children after retirement. INFERENCE - NALCO provides jobs to the employees spouse or children after retirement. Inference: - More than 50% employees are always satisfied with the Retirements Benefits provided by NALCO.
OTHERS
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35. If there is a chance to try something different, NALCO refrains the employees to do that.
Maximum 52% disagreed that If there is a chance to try something different, NALCO refrains the employees to do that. But 30% employees are agreeing with this point. INFERENCE - If there is a chance to try something different, NALCO doesnt refrains the employees to do that. 36. Employees are satisfied with the way they are informed about companies policies.
Agree-:
90%
Maximum 90% agreed that Employees are satisfied with the way they are informed about companies policies. INFERENCE - Employees are satisfied with the way they are informed about companies policies. 37. Employees are satisfied with the way their boss backs-up his/her employees.
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100 80 60 40 20 0 Agree Disagree No comm ents
Maximum 93% agreed that Employees are satisfied with the way their boss backs-up his/her employees. INFERENCE - Employees are satisfied with the way their boss backs-up his/her employees.
38. Employees are satisfied with their pleasantness of working condition in NALCO.
Maximum 92% agreed that Employees are satisfied with their pleasantness of working condition in NALCO. INFERENCE - Employees are satisfied with their pleasantness of working condition in NALCO.
39. Employees are satisfied with the physical working condition of the job.
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Maximum 100% agreed that Employees are satisfied with the physical working condition of the job. INFERENCE:-Employees are satisfied with the physical working condition of the job. 40. Employees are satisfied with the way their boss provides help on hard problems.
Agree-:
95%
Maximum 95% agreed that Employees are satisfied with the way their boss provides help on hard problems. INFERENCE:-Employees are satisfied with the way their boss provides help on hard problems.
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41. Employees have the freedom to use my own judgments in NALCO.
Maximum 84% agreed that Employees have the freedom to use my own judgments in NALCO. INFERENCE:-Employees have the freedom to use my own judgments in NALCO.
42. Employees are satisfied with the way company treats its employees.
Agree-:
86%
Maximum 86% agreed that Employees are satisfied with the way company treats its employees. INFERENCE:-Employees are satisfied with the way company treats its employees.
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43. NALCO conducts exit interview to the employees when they leave the organization.
Maximum 54% agreed that NALCO conducts exit interview to the employees when they leave the organization. INFERENCE: - NALCO conducts exit interview to the employees when they leave the organization but 46% employees still disagreed. 44. NALCO takes personal care of each employee.
Maximum 90% agreed that NALCO takes personal care of each employee. INFERENCE: - NALCO takes personal care of each employee.
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45. NALCO actively encourages unskilled workers to enroll in apprenticeship programs.
Agree-:
62%
Maximum 62% agreed that NALCO actively encourages unskilled workers to enroll in apprenticeship programs. INFERENCE: - NALCO actively encourages unskilled workers to enroll in apprenticeship programs. 46. Employees have opportunities for advancement in NALCO.
Maximum 72% agreed that Employees have opportunities for advancement in NALCO. INFERENCE: -Employees have opportunities for advancement in NALCO.
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47. Employees of Nalco enjoy the social aspect of my work.
Maximum 90% agreed that Employees of Nalco enjoys the social aspect of my work. INFERENCE: -Employees of Nalco enjoy the social aspect of my work. 48. Employees of NALCO are satisfied with the space available for lunch & breaks.
Maximum 78% agreed that Employees of NALCO are satisfied with the space available for lunch & breaks.
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INFERENCE: - Employees of NALCO are satisfied with the space available for lunch & breaks. 49. NALCO conducts occasional surveys for employees receiving formal Feedback on companys policies, compensation, benefits, employee Aptitude Etc.
Agree-:
58%
Disagree-: 30%
No comments-: 12% Maximum 78% agreed that NALCO conducts occasional surveys for employees receiving formal Feedback on companys policies, compensation, benefits, employee aptitude Etc. INFERENCE: - NALCO conducts occasional surveys for employees receiving formal Feedback on companys policies, compensation, benefits, employee aptitude Etc. but still 30% employees are disagreed with this point. 50. Employees of NALCO are satisfied with company they work for.
Maximum 100% agreed that Employees of NALCO are satisfied with company they work for. INFERENCE: - Employees of NALCO are satisfied with company they work for.
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Inference: - More than 50% employees are always satisfied with the Other Facilities Provided by NALCO.
QUESTIONNAIRE
Name (Optional):____________________________________ Marital Status: ____________________ Designation: ____________________________________ No. of years in NALCO: ________________________ Wage & Salary
1. Is NALCO providing salary according to need? (i)Strongly agree (ii) Agree (iii) Neither agree nor disagree (iv) Disagree 2. (a)Does the company follow the rule of equal payment for equal work? (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied (b)Are you satisfied with the increment given by NALCO? (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied 3. Are you satisfied with the NALCOs compensation management? (i) Yes (ii) No (iii) Cant say 4. Whether bonus/extra gratuity is regularly paid or not? (i) Yes (ii) No (iii) Cant say 5. Are you satisfied with the loan facility provided by the company (car, house)? (i) Yes (ii) No (iii) Cant say 6. Are you satisfied with the educational facility given by the company? (i) Yes (ii) No (iii) Cant say 7. Is your pay compares with that for similar jobs in other companies?
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(i) Yes
(ii) No
(iii) Cant say
8. The chances for the advancement of the job? (i) Yes (ii) No (iii) Cant say 9. Employees are satisfied with increment given by NALCO (i) Yes (ii) No (iii) Cant say
Reward & Award

10. Does the company provide reward according to the performance?? (i) Yes (ii) No (iii) Cant say 11. If the company will provide boundary promotion then will u be satisfied with that? (i) Yes (ii) No (iii) Cant say 12. The praise I get for doing a job? (i) Yes (ii) No (iii) Cant say 13. The way my job provides for a secure future? (i) Yes (ii) No (iii) Cant say 14. The way I get full credit for the job I do? (i) Yes (ii) No (iii) Cant say 15. Are you satisfied with the way the promotion given to you? (i) Yes (ii) No (iii) Cant say
Work Life balance

16. Does the company provide you flexible work hours? (i) Yes (ii) No (iii) Cant say 17. Do you find adequate time to spend with your family? (i) Yes (ii) No (iii) Cant say
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18. What is your level of satisfaction regarding superior-subordinate relationship? (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied 19. Are you satisfied with the leave facility provided by NALCO? (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied 20. Does Nalco have a separate policy for work life balance? (i) Yes (ii) No (iii) Not Aware If yes, what are the provisions under the policy? (a) Flexible starting time (b) Flexible ending time (c) Flexible hours in general (d) Holidays/Paid time-off (e) Job sharing (f) Carrier break/sabbaticals (g) Other, specify______________________ 21. Does NALCO have social functions at times suitable for families? (a) Yes, specify the name of such programs________ (b) No 22. The organization pays adequate attention to women employees? (i)Strongly agree (ii) Agree (iii) Neither agree nor disagree (iv) Disagree 23. Do you think that if employees have good work-life balance? The organization will be more effective of successful? (i) Yes (ii) No 24. How do you feel about the amt. of time you spend at work? (i) Very unhappy (ii) Unhappy (iii) Indifferent (iv) Happy (v) Very happy 25. Does your organization encourage the environment of your family member in workachievement reward functions? (i) Yes (ii) No
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26. Whether the company provides medical facilities to the employees family? (i) Yes (ii) No (iii) Cant say 27. Is NALCO bearing educational expenses of employees children? (i) Yes (ii) No (iii) Cant say 28. Is company is providing transportation facility to the children of employees? (i) Yes (ii) No (iii) Cant say 29. Is NALCO providing Leave Travel Concession (LTC)? (i) Yes (ii) No (iii) Cant say 30. Is NALCO providing club & guest house facility for the employees & their family? (i) Yes (ii) No (iii) Cant say
Retirement Benefits
31. Is NALCO providing pension to the employees? (i) Yes (ii) No 32. Is NALCO providing gratuity? (i) Yes (ii) No 33. Is NALCO is providing post retirement medical facilities? (i) Yes (ii) No * If yes then it is provided to all the family members or to the spouse only? (a) Family Members (b) Spouse 34. After retirement whether NALCO is providing jobs to the employees spouse or children? (i) Yes (ii) No (iii) Cant say
Others
35. When there is a chance to try something different, does the company refrain you? (i) Yes (ii) No (iii) Cant say 36. The way employees are informed about companys policies. (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied
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37. The way my boss backs up his/her employees. (i) Satisfied (ii) Highly satisfied 38. The pleasantness of working condition. (i) Satisfied (ii) Highly satisfied 39. The physical working condition of the job? (i) Satisfied (ii) Highly satisfied
(iii) Dissatisfied (iii) Dissatisfied (iii) Dissatisfied
40. The way my boss provides help on hard problems. (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied 41. The freedom to use my own judgments? (i) Satisfied (ii) Highly satisfied 42. The way the company treats its employees? (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied (iii) Dissatisfied
43. Does NALCO conduct exit interview to the employees when they leave the organization? (i) Yes (ii) No 44. Does NALCO take personal care of each employee? (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied 45. Does the company actively encourage unskilled workers to enrolled in apprenticeship programs and do attempt to give apprentices varied work experiences? (i) Yes (ii) No (iii) Cant say 46. Employees have opportunities for advancement in NALCO? (i)Strongly agree (ii) Agree (iii)Neither agree nor disagree (iv) Disagree 47. I enjoy the social aspect of my work. (i)Strongly agree (iii) Neither agree nor disagree (ii) Agree (iv) Disagree
48. I am satisfied with the space available for lunch & breaks. (i) Yes (ii) No (iii) Cant say
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49. Does your company conduct occasional surveys for employees receiving formal feedback on companys policies, compensation, benefits, employee aptitude etc. (i) Yes (ii) No (iii) Cant say 50. As an employee what is your opinion regarding NALCO? (i) Good (ii) Bad (iii) No comments
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Dissertation ON NALCO IN H.R DEPARTMENT

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INTRODUCTION:OBJECTIVES AND IMPORTANCE OF THE PROJECT

SCOPE OF THE STUDY

SOURCES OF DATA COLLECTION

01. Name 02. Location

03. 04. 05. 06. 07. 08. 09. 10 11

National Aluminium Company Ltd. (Nalco)

QUANTITATIVE DETAILS;Achievements of NALCO --1980

DIFFERENT UNITS OF THE COMPANY:BAUXITE MINES:

The Salient Features are:

The Salient Features are:

Aluminum Smelter Plant

The salient features are:

CAPTIVE POWER PLANT

The Salient Features are:

ROLLED PRODUCT UNIT:

o Acquired from IAPL in March 2000.

CORPORATE SOCIAL RESPONSIBILITY:

Alumina & Hydrate: Calcinated Alumina

Alumina Hydrate Detergent grade Zeolite-A. Specialty Alumina & Hydrates

Unit Man Smelter CPP Corporate & Others Total

Executive 529 654 405 287 1875

Supervisor 234 258 177 170 839

Skilled/Semi skilled 1696 2399 868 86 5049

Total 2477 3314 1452 543 7786

D/R (Personal Administration)

D/R (Project & Technology)

ED (HRD & Administrtn.)

ED (Project & Tech.)

Asst. GM. Senior Mgr.

Asst. Manager Jr. Manager-Asst. Officer

5steps to gauge employee satisfaction

Importance of employee satisfaction

HUMAN RELATION S MODEL

MASLOWS NEED HIERARCH Y THEORY

HERZBERG TWO FACTOR THEORY

ALDERF ERS ERG THEORY

ACHIVEMEN T MOTIVATIO N THEORY

GOAL SETTING THEORY

VROOMS EXPECTATI ON THEORY

ADMSS EQUITY THEORY

PORTERS PERFORMANCE SATISFACTION MODEL

MASLOWS NEED HIERARCHY

MASLOWS NEED HIERARCHY / NEED PRIORITY MODEL

Who will be satisfied ? EMPLOYEES

By employee satisfaction also the employers /management are satisfied :

Here bergs hygiene and motivation

Achievement motivation theory:

Vrooms expectancy theory

Vrooms formula, with states that: Motivation = Expectancy * Instrumentality * Valence.

Work-life balance of an employee

Need and benefits of work life Balance

Roles and Responsibilities

Work life balance benefits to the organization:

Work life balance benefits to the individuals:

Work life balance between personal and professional life

4. Surveys & Findings

Disagree-: 25% No comments-: 0%

Agree-: 56% Disagree-: 18% No comments-: 26%

4. Bonus/extra gratuity is regularly paid by NALCO.

100 80 60 40 20 0 Agree Disagree No com m ents

5. Employees are satisfied with increment given by NALCO.

100 80 60 40 20 0 Agree Disagree No com ments

Agree-: 86% Disagree-: 14% No comments-: 0%

80 70 60 50 40 30 20 10 0 Agree Disagree No com m ents