Description
TULASI granites, a private organization is very well known in the field of granites in the international market. It was set up in the year 1993-94 and is located at hanamsagar road which is 3 km away from ILKAL in Bagalkot district, Karnataka it is mainly concerned with extraction of granite blocks from its queries and exports of granites blocks
EXECUTIVE SUMMARY
TULASI granites, a private organization is very well known in the field of
granites in the international market. It was set up in the year 1!"# and is lo$ated at
hanamsagar road whi$h is ! km away from IL%AL in &agalkot distri$t, %arnataka it is
mainly $on$erned with e'tra$tion of granite (lo$ks from its )ueries and e'ports of
granites (lo$ks
*ranites have optimum )uality and of +a,ashree *ranites. &e$ause of its )uality,
IL%AL $ity $alled as pink $ity in the international market the $ompany to its $redit has
re$eived num(er of national awards for e'port of granites (lo$ks the $ompany has its
head offi$e at Ilkal.
TULASI granites a private organization has its total area of a$res (y providing
employment to around -.. employees. It $onsists of line and staff organization, line
people $onsists of thinkers and staff people are operators staff se$tion $halk out plans of
offi$ers operations to (e performed and issues ne$essary instru$tions to the line se$tion
whi$h implements instru$tions to the (est of its $apa$ity the $o has its registered offi$e at
IL%AL.
INDUSTRIAL PROFILE
*ranites is one of the $ommodities, whi$h are having its own name in the
international market. TULASI is the *ranites fa$tory that was started in the year 1#"/
with manpower of -/. It has total area of #. a$res (y providing employment to around
-.. employees, The produ$tion is 1/.. 0u(i$ 1eter per annum with the turnover of
+s.1#0rores
There are num(er of *ranites 0ompany2s throughout India whi$h are situated in
various states like +a,asthan, %arnataka, *u,arat et$. these are one of the sour$es to the
government in earning the ta' as well as e'porters name in the international market.
Today in the international market the need for *ranites have gone up
Following are some of !e "ranies Fa#ories wi! Profile
3a$tories 4ear of
esta(lishment
Initial
investment
5o of
employees
6rodu$tion
per annual
Turnover
Sa$a "ranies 1- !/ Lakhs !. !....s)ft // Lakhs
Sa%!giri "ranies
In&'sries
1. -/ Lakhs -. !7...s)ft 7/ Lakhs
Dee%a$ "ranies -... #. Lakhs -/ !....s)ft /. Lakhs
COMPANY PROFILE
5ame of the $ompany 8 TULASI "RANITES
Address 8 9anamsagar road, IL%AL.
T) 8 9unagund
:ist 8 &agalkot
St 8 %arnataka
Type of Unit 8 6rivate 0ompany
4ear of ;sta(lishment 8 1#"/
Total Area 0overed 8 #. a$res
5um(er of ;mployees 8 7.
Appro'imate produ$tion p.a 8 1-. $.m per month
Appro'imate Sales p.a 8 1#.. $u(i$ meters
0ompetitors 8 *;1 *ranites and lo$al *ranite ? are working in Tulisi *ranite is 9ighest
-. #-? are ,oined as a worker in Tulisi *ranite is highest
!. #7? are give first preferen$e to ,o( fun$tion in Tulisi *ranite is highest
#. >#? are saying that satisfied with ,o( in Tulisi *ranite is highest
/. /-? are saying work e'perien$e in Tulasi *ranite is highest
7. /.? are saying 1edi$al in Tulasi *ranite is highest
@. !>? are saying good sale in Tulasi *ranite is highest
>. ##? are saying safeguard in Tulasi *ranite is highest
. !>? are saying 3ulfillment in Tulasi *ranite is highest
1.. >-? are saying 4es in Tulasi *ranite is highest
11. 7? are saying 4es means $lear $ommuni$ation, in Tulasi *ranite is highest
1-. #>? are saying 1otivation in Tulasi *ranite is highest
1!. 1..? are saying satisfied with appraisal system in Tulasi *ranite
1#. #.? are saying 1inimum role in Tulasi *ranite is highest
1/. 7.? are 1arried in Tulasi *ranite is highest
INTRODUCTION
TULASI *ranites is headed (y 1r. +A1A5UAA5 :A+A%, a pioneer in the granite field
who was honoured (y the awards
Independen$e for his $ontri(ution in field of 1ining B 1arketing of *ranites.
6rodu$tion range of TULASI granites in$ludes +ough :imension &lo$k, 6olished, 3lamed,
9oned and 0ut to size stru$tural sla(, monuments memorials and mausoleum for different
$ountries in e'$lusive design. *1; group also produ$es modular tiles, vanities and $ounter
topsC ta(le tops s$ulptured pie$es in different $olors of natural granites stones
Several prestigious in the world have used granite stones from TULASI granites. The
organization is managed and run (y highly )ualified professionals and skilled engineers.
Df all the fa$tors of produ$tion " 0apital, land, la(ourC la(our or man is undou(tly the
$ru$ial fa$tor that makes or mars an organization.
;mployees are now a days seen as (usiness partners of the organization. They empower the
organization to su$$eed. At the threshold of this transformation, human assets need to (e
$hosen $arefully, developed, nurtured, utilized and their $ompeten$ies multiplied.
*ig! em%lo-ee saisfa#ion le.els #an re&'#e 'rno.er an& ariion rae in !e
in&'sries/
6eople are the key to su$$ess in the new e$onomy. 0ompanies are atta$hing greater
importan$e to human performan$e today than ever (efore. And while $orporations have
presuma(ly always valued their employees, in todayEs fast"moving new e$onomy, people
have gained even greater stature and are now seen as possi(ly the most important fa$tor in a
$ompanyEs su$$ess or failure.
0ompanies are giving due importan$e to re$ognize and the e'traordinary efforts related to
retain the people in industry, some are making efforts to attra$t and retain top talent, represent
fundamental shifts in employer"employee relationships. And no where has this (een truer
than in the high"te$h se$tor, with its insatia(le demand for knowledge workers.
&ut the fo$us on human performan$e now stret$hes a$ross all industries and all levels,
from the front lines of $ustomer servi$e to the highest e'e$utive ranks. Almost industries are
putting their (est efforts to the keep employees happy and engaged.
Dne reason 0;Ds have (egun investing in human performan$e improvement is that
they now have )uantifia(le proof of a siza(le return. 9+ is fast $hanging from an internal
servi$e department to a strategi$ partner in improving a $ompanyEs $ompetitive position. In
this era of $ompetition, if internal $ustomers, i.e. employees are not happy then the
organization will (e out of $ompetitive market.
LITERATURE REVIE0
PRO)ECT PRO(LEM
Definiion+
;mployee satisfa$tion is the terminology used to des$ri(e whether employees are happy and
$ontented and fulfilling their desires and needs at work. 1any measures purport that
employee satisfa$tion is a fa$tor in employee motivation, employee goal a$hievement, and
positive employee morale in the workpla$e.
;mployee satisfa$tion, while generally a positive in your organization, $an also (e a downer
if medio$re employees stay (e$ause they are satisfied with your work environment.
I5T+D:U0TID5
FF;16LD4;; SATIS3A0TID5 FFFis the pro(lem undertaken in TULASI
*+A5IT;S, whi$h forms one of the (asi$ o(,e$tives of every (usiness house regardless of
the size. It is (elieved that employees are the live assets of an organization. This statement
holds true for the mere reason that employees are supposed to (e the G&A0%&D5;22 of the
(usiness.
A(ilities, talents, aptitude and potentials for effe$tively a$tivating every human
resour$e development strategy must (e guided (y the golden rule8
G*IH; LDH; A5: *;T LDH;22
If there is $ent per$ent satisfa$tion of the employees that is not possi(le, then it
leads to sin$erity and dedi$ation to the work, whi$h makes the organization to prosper in
(usiness and e$onomy as a whole.
IMPORTANCE OF *UMAN RESOURCE
1anpower may (e thought of as, GThe total knowledge, skill, $reative a(ilities, talents
and aptitudes of an organizations workfor$e as well as value, attitudes and (enefits of the
individual involved.I It is the most valua(le asset of an organization. 9uman resour$es are
utilized to the ma'imum possi(le e'tent in order to a$hieve individual and organizational
goals.
&;5;3ITS D3 ;16LD4;; SATIS3A0TID5
1J It helps to improve re$ruitment. As the ,o( (e$omes more attra$tive, more effi$ient
employees $an (e re$ruited.
-J It helps to win over employee2s loyalty and in$rease their morale.
!J +ight organizational environment and $limate will (e $reated.
#J It helps to (uild up sta(le la(or for$e to redu$e la(or turnover and a(senteeism.
/J It helps to the development of team spirit among workers
7J It helps to earn goodwill and enhan$e pu(li$ image.
La(our welfare helps to improve industrial relations and pea$e.
Meaning an& Definiion+
Lo$ke gives a $omprehensive definition of Em%lo-ee Saisfa#ion
GA pleasura(le positive emotional state resulting from appraisal of ones per$eption of how
well their ,o( provides those things whi$h are viewed as important. It is generally re$ognized
in the organizational &ehavior field that employeeEs satisfa$tion is the most important and
fre)uently studied attitudeK.
Definiions of !e #on#e%s+
To understand the $on$ept $learly, it is (etter to understand the literal
meaning of them. Therefore to understand the term K;mployee Satisfa$tionK it is very mu$h
important to know the words K;mployeeK And KSatisfa$tionK separately.
;mployee8 A$$ording to the D'ford :i$tionary the meaning of the
K;mployee is a 6erson employed for LagesK.
A person who works for another, in return, for finan$ial or other $ompensation.
A$$ording to ;mployees State Insuran$e A$t, 1#>, An ;mployee is defined as the
one who is dire$tly employed (y the prin$ipal employee or whose servi$es are temporarily
lent to (y another with whom the employee has a $ontra$t of servi$e. The a$t also says that
employee also in$ludes any person employed for the wages or any
work $onne$ted with the administration of the fa$tory or esta(lishment or any department or
(ran$h there of or with the pur$hase of raw materials for or the distri(ution of s$ales of the
produ$ts of the fa$tory or esta(lishment. The a$t also $overs any person engaged as in
apprenti$e, not (eing an apprenti$e under the
Appreflti$e A$t, 171 or under The Standing Drders of the esta(lishment, (ut does not
in$lude any mem(er of the Indian 5aval, 1ilitary or Air"for$esK.
Saisfa#ion+ A$$ording to the D'ford :i$tionary the meaning of the satisfa$tion means
Katonement or $ompensation or a situation where the e'pe$tations have (een metK.
A$$ording to the :i$tionary of 6sy$hology (y A. Akinson, ;. &erne B +.S.
Loodworth, Satisfa$tion means KA State of pleasant B well(eing $onse)uent upon having
gratified an appetite or motiveK.
Lelfare means fairing or doing well. It is a $omprehensive term, and refers to the physi$al,
mental B emotional well (eing of an individual.
The ILD at its Asian +egional 0onferen$e defined GLa(ours welfare as a term whi$h
is understood to in$lude su$h servi$es, fa$ilities and Amenities and may (e esta(lished or in
the vi$inity in them with amenities $ondu$ive to good health B high morale.
The D'ford di$tionary defines la(ours welfare as Gefforts to make life worth living for
workmenI.
0ham(ers di$tionary defines as Ga state of fairing on doing well, freedom from $alamity,
en,oyment of health, prosperity et$.
5eed for La(our welfare in India
The need for la(ours welfare was strongly felt (y the $ommittee of the royal $ommitment
to industrial work among the fa$tory work and also the harsh treatment re$eives from the
employees sin$e the developing $ountry like India. This need was emphasized (y the
$onstitution of India in the $hapter on the dire$tive prin$iple of state poli$y in the following
arti$les.
Im%oran#e of Em%lo-ee Saisfa#ion8
1. Tra$king the attitudes and opinions of employees $an identify pro(lems areas and
solutions related to management and leadership, $orporate poli$y, re$ruitment, (enefits,
diversity, training, and professional development.
-. A $omprehensive employee satisfa$tion study $an (e the key to a more motivated and
loyal workfor$e.
!. The first step is to understand e'a$tly whi$h issues have the greatest impa$t on
employee satisfa$tion.
#. The findings of the employee satisfa$tion survey will tell you e'a$tly (ow mu$h more
important one issue is over another so that you $an fo$us your performan$e improvement
initiatives appropriately.
/. In analyzing the data, we $an define and refine issues that need addressed, su$h as
overall ,o( satisfa$tion, professional fulfillment, employee motivation and $ommitment,
likelihood to stay with the organization, pay level, $orporate goals and
D(,e$tives.
7. Survey results $an (e segmented (y employee position, length of employment,
full"time vs. part"time, et$.
FACTORS AFFECTIN" EMPLOYEE SATISFACTION.
1. A$hievement
-. +e$ognition
!. Lork itself
#. +esponsi(ility
/. Advan$ement
7. 6ersonal growth
@. 0ompany poli$y and administration
>. Supervision
. +elationship with supervisor
1.. Lork $onditions
11. Salary
1-. +elationship with peers
1!. 6ersonal life
1#. +elationship with su(ordinates
1/. Status
17. Se$urity
T*EORIES OF EMPLOYEE SATISFACTION/
DAVID MCCLELLAND1S MOTIVATIONAL NEED T*EORY
:avid 1$0lelland is most noted for des$ri(ing three types of motivational need, whi$h he
identified in his 1>> (ook, 9uman 1otivation8
• A$hievement motivation Mn"a$hJ,
• Authority or power motivation Mn"powJ,
• Affiliation motivation Mn"affilJ.
Da.i&i# M#Clellan&1s nee&s,2ase& moi.aional mo&el
These needs are found to varying degrees in all workers and managers, and this mi' of
motivational needs $hara$terizes a personEs or managerEs style and (ehavior, (oth in terms of
(eing motivated and in the management and motivation others.
T!e nee& for a#!ie.emen 3n,a#!4
The n"a$h person is Ea$hievement motivatedE and therefore seeks a$hievement, attainment of
realisti$ (ut $hallenging goals, and advan$ement in the ,o(. There is a strong need for
feed(a$k as to a$hievement and progress, and a need for a sense of
a$$omplishment.
A(RA*AM MASLO01S *IERARC*Y OF
NEED MOTIVATIONAL/MODEL
A(raham 1aslow developed the 9ierar$hy of 5eeds model in 1#."/.Es USA, and
the 9ierar$hy of 5eeds theory remains valid today for understanding human motivation,
management training, and personal development. Indeed, 1aslowEs ideas surrounding the
9ierar$hy of 5eeds $on$erning the responsi(ility of employers to provide a workpla$e
environment that en$ourages and ena(les employees to fulfill their own uni)ue potential
Mself"a$tualizationJ are today more relevant than ever. A(raham 1aslowEs (ook 1otivation
and 6ersonality, pu(lished in 1/# Mse$ond edition [email protected] introdu$ed the 9ierar$hy of 5eeds,
and 1aslow e'tended his ideas in other work, nota(ly his later (ook Toward a 6sy$hology of
(eing, a signifi$ant
and relevant $ommentary, whi$h has (een revised in re$ent times (y +i$hard Lowry, who is
in his own right a leading a$ademi$ in the field of motivational psy$hology.
A(raham 1aslow was (orn in 5ew 4ork in 1.> and died in 1@., although various
pu(li$ations appear in 1aslowEs name in later years. 1aslowEs 6h: in psy$hology in 1!# at
the University of Lis$onsin formed the (asis of his motivational resear$h, initially studying
rhesus monkeys. 1aslow later moved to 5ew 4orkEs &rooklyn 0ollege.
1aslowEs original five"stage 9ierar$hy of 5eeds model is $learly and dire$tly attri(uta(le to
1aslowC later versions with added motivational stages are not so $learly attri(uta(le.
1aslowEs 9ierar$hy of 5eeds has (een e'tended through interpretation of 1aslowEs work (y
other people, and these augmented models and diagrams are shown as the adapted seven and
eight"stage 9ierar$hy of 5eeds models
(elow. There is some un$ertainty as to how and when these additional three stages Msi',
seventh and eighth " E0ognitiveE, EAestheti$alE, and ETrans$enden$eEJ $ame to (e added, and (y
whom, to The 9ierar$hy of 5eeds model, and many people $onsider 1aslowEs Eoriginal five"
stage 9ierar$hy Df 5eeds model to (e the definitive
Mand perfe$tly ade)uateJ $on$ept.
Maslow5s !ierar#!- of nee&s
;a$h of us is motivated (y needs. Dur most (asi$ needs are in(orn, having evolved
over tens of thousands of years. A(raham 1aslowEs 9ierar$hy of 5eeds helps to e'plain how
these needs motivate us all. 1aslowEs 9ierar$hy of 5eeds states that we must satisfy ea$h
need In turn, starting with the first, whi$h deals with the most o(vious needs for survival
itself.
Dnly when the lower order needs of physi$al and emotional well (eing are satisfied
are we $on$erned with the higher order needs of Influen$e and personal development.
0onversely, the things that satisfy our lower order needs are swept away, we are no longer
$on$erned a(out the maintenan$e of our higher order needs. 1aslowEs original 9ierar$hy of
5eeds model was developed (etween1#!"1/#.
FREDERIC6 *ERT7(ER" MOTIVATIONALT*EORY
Fre&eri#$ *er82erg1s moi.aion an& !-giene fa#ors
3rederi$k 9ertz(erg2s (ook EThe 1otivation to LorkE, written with resear$h
$olleagues & 1ausner and & Snyderman in 1/, first esta(lished his theories a(out
motivation in the workpla$e. 9ertz(ergEs work, originally on -.. 6itts(urgh engineers and
a$$ountants, has (e$ome one of the most repli$ated studies in the field of workpla$e
psy$hology.
9ertz(erg was the first to show that satisfa$tion and dissatisfa$tion at work nearly
always arose from different fa$tors, and were not simply opposing rea$tions to the same
fa$tors, as had always previously (een Mand still now (y the unenlightenedJ (elieved.
9e showed that $ertain fa$tors truly motivate MEmotivatorsEJ, whereas others tend to
lead to dissatisfa$tion MEhygiene fa$torsEJ.
A$$ording to 9ertz(erg, 1an has two sets of needsC one as an animal to avoid pain, and the
other as a human (eing to grow psy$hologi$ally.
9e illustrated this also through &i(li$al e'ample8 Adam after his ;'pulsion from ;den having
the need for food, warmth, shelter, safety, et$., " the EhygieneE needsC and A(raham, $apa(le
and a$hieving great things through self"development " the EmotivationalE needs.
9ertz(ergEs resear$h proved that people will strive to a$hieve hygiene needs (e$ause
they are unhappy without them, (ut on$e satisfied the effe$t soon wears off " satisfa$tion is
temporary.
NEEDS FOR TRAININ"8
The $ompany provides the training to all employees irrespe$tive of their )ualifi$ation
skill e'perien$e and levels of ,o(.
The training is needed for the following purpose8
? Ao( re)uirements employees sele$ted for a ,o( might la$k the )ualifi$ations
re)uired to perform a ,o( effe$tively. 5ew and ine'perien$ed employee re)uired
detailed instru$tion for effe$tive performan$e on the ,o(. +emedial training should
(e given to su$h people to mat$h the needs of the organization. 5ew employees
need to (e provided orientation training to make them familiar with the ,o( and
organisation.
Te$hni$alogy $hanges8 it is $hanging very fast. 5ow automation and
me$hanization are (eing in$reasingly applied in offi$e. And servi$e se$tor
in$reasing use of fast $hanging te$hni)ue re)uires training in to new te$hnology.
Drganisation via(ility8 in order to survive and grow an organisation must
$ontinually adopt itself to the $hanging environment. ;'isting employees need
refresher training to keep them a (reast of new knowledge.
(ENEFITS OF TRAININ" TO EMPLOYEES8
Training is useful to employees in the following ways8"
1= Self 0onfiden$e
-= 9igher ;arnings
!= Safety
#= Adapta(ility
/= 6romotion
7N 5ew Skills
PERFORMANCE APPRAISAL
Appraising performan$e of individuals, groups and organization has (e$ome a
$ommon 6atri$e. The $o has it2s own appraisal method. The employers has to evaluate
offi$er has to appraise the performan$e of their su(ordinates
In this the performan$e appraise is done in a systemati$ and planned manner. The
term performan$e refers to the degree of a$$omplishments of the ,o( or ultimate result, on
the other hand the term appraisal refer on the evaluation of or assessment of work (eing
done in terms of )uality, )uantity, honest and working $apa$ity, et$.
0ontent of the performan$e Appraisal8"
It depends upon the nature and level of ,o(. It is not uniform for all types of ,o(s.
1= +egularity of attendan$e
-= Leadership style
!= A(ility to work with others
#= Initiative
/= Te$hni$al skill
7= Audgment skills
@= Area of work interest.
O()ECTIVES OF T*E COURSE
• To dis$uss the importan$e of the 1anagerial Leadership and 9igh 6erforming Teams.
• Understanding the signifi$an$e of 1anagerial Leadership and their impa$t on
Drganization.
• To provide the parti$ipants an opportunity for sharing the pra$ti$al e'perien$e on the
su(,e$t.
• To $reate an opportunity to gain an insight into the pro$ess of team (uilding.
CONTENTS OF T*E PRO"RAM
• 1anagerial Leadership8 5ew roles and Skills
• 1anagerial :e$ision"1aking and Term 6ro(lem Solving
• 1anagerial Leadership8 Trait and Approa$hes
• Team Leadership
• Teamwork
• Team(uilding strategies
• 0onfli$t 1anagement
• ;mployee empowerment
• Leading and 1anaging 0hange
• 6erforman$e Appraisal
Em%lo-ee Saisfa#ion is infl'en#e&
2- +
O%%or'ni-
Sress
Lea&ers!i%
Fair
Rewar&s
0or$
San&ar&s
A&e9'ae
A'!ori
-
T!e saisi#all- signifi#an fa#ors !a affe# Em%lo-ee saisfa#ion
&avendam +esear$h identified si' fa$tors, that influen$e ,o( satisfa$tion.
Lhen these si' fa$tors were high, ,o( satisfa$tion was high. Lhen the si' fa$tors were low,
,o( satisfa$tion was low. These fa$tors are similar to what we have found in all organizations.
:/ O%%or'ni-
;mployees are more satisfied when they have $hallenging opportunities at work. This
in$ludes $han$es to parti$ipate in interesting pro,e$tsC ,o(s with a satisfying degree of
$hallenge and opportunities for in$reased responsi(ility. ImportantC this is not simply
Gpromotional opportunityI. As organizations have (e$ome flatter, promotions $an (e rare.
6eople have found $hallenge through pro,e$ts team leadership, spe$ial assignments as well as
promotions.
A#ions+
? 6romote from within when possi(le.
? +eward promising employees with roles on interesting pro,e$ts.
? :ivide ,o(s into levels of in$reasing leadership and responsi(ility.
It may (e possi(le to $rate ,o( titles that demonstrate in$reasing levels of e'pertise, whi$h are
not limiting (y a via(ility of positions they simply demonstrate a$hievement.
;/ Sress
Lhen negative stress is $ontinuously high, ,o( satisfa$tion is low. Ao(s are more stressful if
they interfere with employees2 personal lives or are a $ontinuing sour$e of worry or $on$ern.
A#ions+
? 6romote a (alan$e of work and personal lives. 1ake sure that senior managers
model this (ehavior.
? :istri(ute work evenly MfairlyJ within work teams.
? +eview work pro$edures to remove unne$essary Gred tapeI or (ureau$ra$y.
? 1anage the num(er of interruptions while trying to do their ,o(s.
? Some organizations utilize e'er$ise or GfunI (reaks at work.
, ;dward Thorndike e'plored the
relationship (etween work and satisfa$tion in the Aournal of Applied 6sy$hology.
&avendam +esear$h has in$luded measures of ,o( satisfa$tion in all our employee surveys.
0lear patterns have emerged.
Em%lo-ees wi! !ig!er @o2 saisfa#ion+
? &elieve that the organization will (e satisfying in the long run
? 0are a(out the )uality of their work
? Are more $ommitted to the organization
? 9ave higher retention rates, and are more produ$tive.
Dne thing that makes humans uni)ue is a(ility to fo$us energy. Lhether to heat a home or
to $ut steel with a laser, fo$using energy where it has needed, produ$es signifi$ant results. As
a manager, you need to know what is important pro(lem is more likely to produ$e
measura(le (enefits to the organization.
The a$tual $ases uni)ue to your organization $an only un$overed through a
proper analysis. &avendam resear$h In$. has developed a survey pro$ess that identifies
underlying $ases of the fa$tors su$h as8
? +etentionPturnover
? 6rodu$tivity
? Teamwork
? 0ommuni$ation
? Ao( satisfa$tion
and mu$h more.
Limiaions+
i. The study is restri$ted to employees at Tulasi *ranite
ii. ;mployees were hesitant and tried to avoid answering )uestions.
iii. The findings are purely (ase on the information that has (een $olle$ted through
)uestionnaire and the Tulasi *ranite.
(ENEFITS OF TRAININ"
9ow Training &enefits the Drganization
Leads to improved profita(ility andPor more positive attitudes towards profits
orientation.
Improves the ,o( knowledge and skills at all levels of the organization.
Improves the morale of the workfor$e.
9elps people identify with organizations goals.
9elps $reate a (etter $orporate image.
3osters authenti$ity, openness and trust.
Improves the relationship (etween (oss and su(ordinate.
9elps prepare guidelines for work.
Aids in understanding and $arrying out organizational poli$ies.
6rovides information for future needs in all areas of the organization.
Drganization gets more effe$tive in de$ision"making and pro(lem solving.
Aids in developing leadership skill, motivation, loyalty, (etter attitudes and other
aspe$ts the su$$essful workers and managers usually display.
9elps keep $osts down in many areas, e.g. produ$tion, personnel, administration et$.
:evelops a sense of responsi(ility to the organization for (eing $ompetent and
knowledgea(le.
+edu$es outside $onsulting $osts (y utilizing $ompetent internal $onsulting.
Stimulates preventive management as opposed to putting out fires.
9elps the individual in making (etter and effe$tive pro(lem solving, whi$h in Turn
ultimately should &enefit the Drganization
Through training and development, motivational varia(les of re$ognition,
a$hievement, growth, responsi(ility and advan$ement are internalized and advan$ement
are internalized and operationalised.
Aids in en$ouraging and a$hieving self"development and self"$onfiden$e.
6rovides information for improving leadership knowledge, $ommuni$ation skills and
attitudes.
6rovides the trainee an avenue for growth and a say in hisPher own future.
9elps a person develop speaking and listening skillsC also writing skills when
e'er$ises are re)uired.
(enefis in %ersonnel an& *'man RelaionA Inra an& Iner,gro'% Relaions
an& %oli#- Im%lemenaion/
Improves $ommuni$ation (etween groups and individuals.
Aids in orientation for new employees and those taking new ,o(s through transfer or
promotion.
6rovides information on e)ual opportunity and affirmative a$tion.
6rovides information on other governmental laws and administrative poli$ies.
Improves inter"personal skills.
1akes organization poli$ies, rules and regulations via(le.
Improves morale.
&uilds $ohesiveness in groups.
6rovides a good $limate for learning growth, and $o"ordination.
1akes the organization a (etter pla$e to work and live.
Training O2@e#i.es .
*enerally line managers ask the personnel manager to formulate the trading poli$ies. The
personnel manager formulates the following training o(,e$tives in keeping with the
$ompany2s goals and o(,e$tives.
To proves the employee, (oth new and old to meet the present as well as the $hanging
re)uirements of the ,o( and the organization.
To impart the new entrants the (asi$ knowledge and skills they need for an intelligent
performan$e of a definite ,o(.
To assist employees to fun$tion more effe$tively in their present positions (y
e'posing them to the latest $on$epts, higher"level tasks, information and te$hni)ues and
developing the skills they will need in their parti$ular fields.
To (uild up a se$ond line of $ompetent offi$ers and prepare them to o$$upy more
responsi(le positions.
To (roaden the minds of senior managers (y providing them with opportunities for an
inter$hange of e'perien$es within and outside with a view to $orre$ting narrowness of
outlook that may arise from over"spe$ialization.
To develop the potentialities of people for the ne't level ,o(.
To ensure smooth and effi$ient working of a department.
To ensure e$onomi$al output of re)uired )uality.
TRAININ" MET*ODS
As a result of resear$h in the field of training, a num(er of programmes are availa(le.
Some of these are new methods, while others are improvements over the traditional methods.
The training programmes $ommonly used to train operative and supervisory personnel are
dis$ussed (elow. These programmes are $lassified into on"the",o( and off"the",o( training
programmes
On T!e,)o2 Training Me!o&s
This type of training, also known as ,o( instru$tion training, is the most $ommonly used
method. Under this method, the individual is pla$ed on a regular ,o( and taught the skills
ne$essary to perform that ,o(. The trainee learns under the supervision and guidan$e of a
)ualified worker or instru$tor. Dn"the",o( training has the advantage of giving first hand
knowledge and e'perien$e under the a$tual working $onditions. Lhile the trainee learns how
to perform a ,o(, he is also a regular worker rendering the servi$es for whi$h he is paid. The
pro(lem of transfer of trainee is also minimized as the person learns on"the",o(. The emphasis
is pla$ed on rendering servi$es in the most effe$tive manner rather than learning how to
perform the ,o(. Dn"the",o( training methods in$lude ,o( rotation, $oa$hing, ,o( instru$tion
or training through step"(y"step and $ommittee assignments.
)o2 Roaion8 This type of training involves the movement of the trainee from one ,o( to
another. The trainee re$eives ,o( knowledge and gains e'perien$e from his supervisor or
trainer in ea$h of the different ,o( assignments. Though this method of training is $ommon in
training managers for general management positions, trainees $an also (e rotated from ,o( to
,o( in workshop ,o(s. This method gives an opportunity to the trainee to understand the
pro(lems of employees on other ,o(s and respe$t them.
Coa#!ing8 The trainee is pla$ed under a parti$ular supervisor who fun$tions as a $oa$h in
training the individual. The supervisor provides feed(a$k to the trainee on his performan$e
and offers him some suggestions for improvement. Dften the trainee shares some of the
duties and responsi(ilities of the $oa$h and relieves him of his (urden. A limitation of this
method of training is that the trainee may not have the freedom or opportunity to e'press his
own ideas.
)o2 Insr'#ion8 This method is also known as training through step (y step. Under this
method, the trainer e'plains to the trainee the way of doing the ,o(s, ,o( knowledge and skills
and allows him to do the ,o(. The trainer appraises the performan$e of the trainee, provides
feed(a$k information and $orre$ts the trainee.
Commiee Assignmens8 Under the $ommittee assignment, a group of trainees are
given and asked to solve an a$tual organizational pro(lem. The trainees solve the pro(lem
,ointly. It develops teamwork.
Off,!e,)o2 me!o&s
Under this method of training, the trainee is separated from the ,o( situation and his
attention is fo$used upon learning the material related to his future ,o( performan$e. Sin$e
the trainee is not distra$ted (y ,o( re)uirements, he $an pla$e his entire $on$entration on
learning the ,o( rather than spending his time in performing it. There is an opportunity for
freedom of e'pression for the trainees. 0ompanies have started using multimedia te$hnology
in training, Dff"the",o( training methods are as follows8
Vesi2'le Training8 In this method, a$tual work $onditions are simulated in a $lassroom.
1aterial, files and e)uipment, whi$h are used in a$tual ,o( performan$e, are also used in
training. This type of training is $ommonly used for training personnel for $leri$al and semi"
skilled ,o(s. The duration of this training ranges from days to a few weeks. Theory $an (e
related to pra$ti$e in this method.
Role Pla-ing8 It is defined as a method of human intera$tion that involves realisti$
(ehaviour in imaginary situations. This method of training involves a$tion, doing and
pra$ti$e. The parti$ipants play the role of $ertain $hara$ters su$h as the produ$tion manager,
me$hani$al engineer, superintendents, maintenan$e engineers, )uality $ontrol inspe$tors,
foremen, workers and the like. This method is mostly used for developing inter"personal
intera$tions and relations.
Le#'re Me!o&8 The le$ture is a traditional and dire$t method of instru$tion. The instru$tor
organizes the material and gives it to a group of trainees in the form of a talk. To (e effe$tive,
the le$ture must motivate and $reate interest among the trainees. An advantage of the le$ture
method is that it is dire$t and $an (e used for a large group of trainees. Thus, $osts and time
involved are redu$ed. The ma,or limitation of the le$ture method is that it does not provide
for transfer of training effe$tively.
Conferen#e or Dis#'ssion8 It is a method in training the $leri$al, professional and
supervisory personnel. This method involves a group of people who pose ideas, e'amine and
share fa$ts, ideas and data, test assumptions and draw $on$lusions, all of whi$h $ontri(ute to
the improvement of ,o( performan$e. :is$ussion has the distin$t advantage over the le$ture
method, in that the dis$ussion involves two"way $ommuni$ation and hen$e feed(a$k is
provided. The parti$ipants feel free to speak in small groups. The su$$ess of this method
depends on the leadership )ualities of the person who leads the group.
Programme& Insr'#ion8 In re$ent years, this method has (e$ome popular. The su(,e$t
matter to (e learned is presented in a series of $arefully planned se)uential units. These units
are arranged from simple to more $omple' levels of instru$tion. The trainee goes through
these units (y answering )uestions or filling the (lanks. This method is e'pensive and time
$onsuming.
*ow o ma$e Training Effe#i.e
:etermine training needs through ,o( des$ription, performan$e appraisal forms and
potential appraisal dis$ussions.
6repare a training $alendar in dis$ussion with managers.
Training programmes should (e well"defined spe$ifi$ o(,e$tives.
5ominate the employees for training (ased on a need for training.
Trainers should (e )ualified and e'perien$ed, and prefera(le internal.
RECENT DEVELOPMENTS IN TRAININ"
Em%lo-ee Self Iniiai.e
;mployees have realized that $hange is the order of the day and they have started playing
the role of a $hange agent. 0onse)uently, employees identify their own training needs, sele$t
appropriate training programme organized (y various organizations and undergo the training
programmes. Thus, employees in re$ent times started taking proa$tive measures on their own.
Dn"Line Training
0ompanies started providing on"line training. Trainees $an undergo training (y staying at the
pla$e of their work. 6arti$ipants $omplete $ourse work from wherever they have a$$ess to
$omputer and Internet. :ifferent types of media are used for on"line training.
TYPICAL DIMENSIONS OF EMPLOYEE SATISFACTION
;mployee satisfa$tion surveys $an $over as many or as few topi$s as are re)uired (y your
organization. Some of these topi$s in$lude8
• Ao( satisfa$tion
• The $ompany as a pla$e to work
• Drganization dire$tion, strategy and goals
• ;mployee morale
• Drganizational relationships
• Supervision
• 1anagement
• Leadership
• 0ulture, values and (ehaviours
• 0ompany image
• &enefits
• 0ompensation and rewardsPin$entives
• +e$ognition and promotion
• Training and development
• 0areer opportunities
• !.s.
In the 1>>.s the Aenny Lind polishing ma$hine was introdu$ed Mthe ma$hine so $alled from
its humming noise, whi$h was likened to the Swedish singer of that nameJ.
This had a steel ring " shooting ring " whi$h rotated over the dressed stone surfa$e, iron shot
and water were used as an a(rasive. 3iner polishing stages used $ar(orundum then emery.
Lith modern saws leaving smoother finishes, the shooting pro$ess is unne$essary, and
$ar(orundum polishing $an (egin immediately. A modern version of the Aenny Lind, the
Seaton polisher, has four small rotating solid $ar(orundum heads and is often fully automati$.
A (uilding2s ar$hite$tural e'pression $an (e greatly enhan$ed (y the $hoi$e of surfa$e finish
and in the $ase of natural stone a variety of $onsiderations apply, in$luding the fun$tion, type,
and hardness of the material as well as the aestheti$ effe$t desired. *reater awareness of the
range of light and shade effe$ts possi(le on different stone types and of the te$hni)ues
availa(le to draw out the uni)ue )ualities of ea$h has in$reased demand for manually dressed
stone, and this traditional pro$ess has (e$ome easier and )ui$ker with new types of
$ompressed air tools and ma$hines.
COMPANY PROFILE
5ame of the $ompany 8 TULASI "RANITES
Address 8 9anamsagar road, IL%AL.
T) 8 9unagund
:ist 8 &agalkot
St 8 %arnataka
Type of Unit 8 6rivate 0ompany
4ear of ;sta(lishment 8 1#"/
Total Area 0overed 8 #. a$res
5um(er of ;mployees 8 7.
Appro'imate produ$tion p.a 8 1-. $.m per month
Appro'imate Sales p.a 8 1#.. $u(i$ meters
0ompetitors 8 *;1 *ranites and lo$al *ranite .. ##..
! 4ear 11 --.. --.. 77..
# 4ear 1@ !#.. !#.. 1....
Total /. 1.... 1....
.
Form how many day's you are working in Tulasi Granite
Form how many day's you are working in Tulasi Granite
4 Year 3 Year 2 Year 1 Year
F
r
e
q
u
e
n
c
y
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
7? are working in 1 4ears, !>? are working in - 4ears, --? are working in ! 4ears and
!#? are working in # 4ears. 9en$e !>? are working in Tulisi *ranite is 9ighest.
;/ 0!ile a @oining ime w!i#! was -o'r %os
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid Assistant / 1... 1... 1...
Superviso 1# ->.. ->.. !>..
r
Lorker -1 #-.. #-.. >...
1anager 1. -... -... 1....
Total /. 1.... 1....
While at oining time which was your !ost
While at oining time which was your !ost
"anager Worker #u!er$isor %ssistant
F
r
e
q
u
e
n
c
y
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
1.? are Aoined as Assistant, ->? are ,oined as supervisor, #-? are ,oined as worker and
-.? are ,oined as 1anager. 9en$e #-? are ,oined as a worker in Tulisi *ranite is highest.
#.. >#.. >#..
5o > 17.. 17.. 1....
Total /. 1.... 1....
%re you satis&ied with your o)
%re you satis&ied with your o)
+o Yes
F
r
e
q
u
e
n
c
y
,0
40
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
>#? are saying satisfied with ,o(, and 17? are saying dissatisfied. 9en$e >#? are saying
that satisfied with ,o( in Tulisi *ranite is highest
;/ 0!a are sele#ion #rieria for all !e le.els of managemen
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid Lork
;'perien$
e
-7 /-.. /-.. /-..
%nowledg
e
17 !-.. !-.. >#..
Age / 1... 1... #..
;du$ation ! 7.. 7.. 1....
Total /. 1.... 1....
What are selection criteria &or all the le$els o& management
What are selection criteria &or all the le$els o& management
-ducation %ge .nowledge Work -/!erience
F
r
e
q
u
e
n
c
y
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
/-? are saying work e'perien$e, !-? are saying knowledge, 1.? are age, and 7? are
saying edu$ation. 9en$e /-? are saying work e'perien$e in Tulasi *ranite is highest
-..
Shoes / 1... 1... -..
9and
*lows
# >.. >.. 1....
Total /. 1.... 1....
What is the different Security and safty measures provided to the employee to
increase the morale
0and Glows #hoes "edical helth insurence
F
r
e
q
u
e
n
c
y
2,
20
1,
10
,
0
What is the different Security and safty measures provided to the employee to
increase the morale
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
!-? are saying health insuran$e, /.? are saying 1edi$al 3a$ilities, 1.? are shoes, and >?
are saying hand glows. 9en$e /.? are saying 1edi$al in Tulasi *ranite is highest
=/ 0!- -o' %refer T'lasi "ranies
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve
6er$ent
Halid It is a &ig
Unit
1- -#.. -#.. -#..
5o.1 / 1... 1... !#..
*ood
Sale
1 !>.. !>.. @-..
Lork
Image
1# ->.. ->.. 1....
Total /. 1.... 1....
Why you !re&er Tulasi Granites
Why you !re&er Tulasi Granites
Work 1mage Good #ale +o21 1t is a 3ig 4nit
F
r
e
q
u
e
n
c
y
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
-#? are saying it is a (ig unit, 1.? are saying 5o.1, !>? are saying good sale, and ->? are
saying work image. 9en$e !>? are saying good sale in Tulasi *ranite is highest
>/ 0!a is Yo'r s'ggesion o im%ro.e !e fa#iliies
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid Later
3a$ility
1! -7.. -7.. -7..
Hentilatio
n
1. -... -... #7..
Safegard -- ##.. ##.. ...
1ask / 1... 1... 1....
Total /. 1.... 1....
What is Your suggestion to imro$e the &acilities
What is Your suggestion to imro$e the &acilities
"ask #a&egard 5entilation Water Facility
F
r
e
q
u
e
n
c
y
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
-7? are saying water fa$ility, -.? are saying ventilation, ##? are saying safeguard, and
1.? are saying 1ask. 9en$e ##? are saying safeguard in Tulasi *ranite is highest
?/ 0!a is !e reason of saisfa#ion or &issaisfa#ion
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid 1otivatio
n
1> !7.. !7.. !7..
Lork
Load
1>.. 1>.. /#..
3ulfilmen
t
1 !>.. !>.. -..
Dver
Time
# >.. >.. 1....
Total /. 1.... 1....
What is the reason o& satis&action or dissatis&action
What is the reason o& satis&action or dissatis&action
'$er Time Ful&ilment Work 6oad "oti$ation
F
r
e
q
u
e
n
c
y
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
!7? are saying motivation, 1>? are saying work load, !>? are saying 3ulfilment, and >?
are saying Dvertime. 9en$e !>? are saying 3ulfillment in Tulasi *ranite is highest
G/ Do -o' w!i#! !a !e managemen s%en&s some amo'n on em%lo-ee raining
or &e.elo%men/
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid 4es #1 >-.. >-.. >-..
5o 1>.. 1>.. 1....
Total /. 1.... 1....
7o you which that the management s!ends some amount on em!loyee training
7o you which that the management s!ends some amount on em!loyee training
+o Yes
F
r
e
q
u
e
n
c
y
,0
40
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
>-? are saying 4es, and 1>? are saying 5o,. 9en$e >-? are saying 4es in Tulasi *ranite is
highest
H/ Do -o' !a.e #lear #omm'ni#aion wi! -o'r s'%erior
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid 4es #> 7.. 7.. 7..
5o - #.. #.. 1....
Total /. 1.... 1....
7o you ha$e clear communication with your su!erior
7o you ha$e clear communication with your su!erior
+o Yes
F
r
e
q
u
e
n
c
y
80
,0
40
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
7? are saying 4es means $lear $ommuni$ation, and #? are saying 5o. means $lear
$ommuni$ation, 9en$e 7? are saying 4es means $lear $ommuni$ation, in Tulasi *ranite is
highest
I/ 0!a -o' eE%e# from managemen
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid 1otivatio
n
-# #>.. #>.. #>..
Self
re$ognisat
ion
1>.. 1>.. 77..
0o"
operation
1! -7.. -7.. -..
Train # >.. >.. 1....
Total /. 1.... 1....
What you e/!ect &rom management
What you e/!ect &rom management
Train *o9o!eration #el& recognisation "oti$ation
F
r
e
q
u
e
n
c
y
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
#>? are saying motivation, 1>? are saying Self +e$ognisation, -7? are saying 0o"
operation, and >? are saying train. 9en$e #>? are saying 1otivation in Tulasi *ranite is
highest
:J/ Are -o' saisfie& wi! a%%raisal s-sem of T'lasi "ranies
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid 4es /. 1.... 1.... 1....
%re you satis&ied with a!!raisal system o& Tulasi Granites
%re you satis&ied with a!!raisal system o& Tulasi Granites
Yes
F
r
e
q
u
e
n
c
y
80
,0
40
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
1..? are saying satisfied with appraisal system in Tulasi *ranite
::/ Yo'r role a T'lasi "ranie
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
HalidHital +ole 1 !>.. !>.. !>..
5ot up to
mark
> 17.. 17.. /#..
1inimum -. #... #... #..
5il ! 7.. 7.. 1....
Total /. 1.... 1....
Your role at Tulasi Granite
Your role at Tulasi Granite
+il "inimum +ot u! to mark 5ital
le
F
r
e
q
u
e
n
c
y
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
!>? are saying Hital role , 17? are saying 5ot up to mark, #.? are saying 1inimum, and
7? are saying 5il. 9en$e #.? are saying 1inimum role in Tulasi *ranite is highest
:;/ 0!a is -o'r marial sa's
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid 1arried !. 7... 7... 7...
Unmarrie
d
-. #... #... 1....
Total /. 1.... 1....
What is your marital status
What is your marital status
4nmarried "arried
F
r
e
q
u
e
n
c
y
40
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
7.? are married , and #.? are Unmarried. 9en$e 7.? are 1arried in Tulasi *ranite is
highest
FINDIN"S
1. !>? are working in Tulisi *ranite is 9ighest
-. #-? are ,oined as a worker in Tulisi *ranite is highest
!. #7? are give first preferen$e to ,o( fun$tion in Tulisi *ranite is highest
#. >#? are saying that satisfied with ,o( in Tulisi *ranite is highest
/. /-? are saying work e'perien$e in Tulasi *ranite is highest
7. /.? are saying 1edi$al in Tulasi *ranite is highest
@. !>? are saying good sale in Tulasi *ranite is highest
>. ##? are saying safeguard in Tulasi *ranite is highest
. !>? are saying 3ulfillment in Tulasi *ranite is highest
1.. >-? are saying 4es in Tulasi *ranite is highest
11. 7? are saying 4es means $lear $ommuni$ation, in Tulasi *ranite is highest
1-. #>? are saying 1otivation in Tulasi *ranite is highest
1!. 1..? are saying satisfied with appraisal system in Tulasi *ranite
1#. #.? are saying 1inimum role in Tulasi *ranite is highest
1/. 7.? are 1arried in Tulasi *ranite is highest
SU""ESTIONS AND RECOMMENDATIONS
As the workers $omplained a(out the $anteen fa$ilities . whi$h is far away from the $ompany
. so the $ompany should provide $anteen fa$ilities in their $ompany only
The workers are also $omplained for loan fa$ilities so the $ompany should provide good loan
fa$ilities to the workers whi$h will (e to the e'tent of needful
0lealiness should (e mentained in the premises of the $ompany . toilets B (athrooms must
(e regularly $leaned
The $ompany should provide housing fa$ilities ton the workers they have to provide )arters .
that they will not migrate to any other pla$es
CONCLUSION
The $ompany started in #"/ with only -. manpower and has grown drasti$ally with
fully high te$hni)ue of ma$hine power. The $ompany is produ$ing the granites whi$h
is highly demanded in the market from them to till now all over the $ountry. And they
are also e'porting to the foreign $ountries
1any $ompetitors have failed to $ompete with the TULASI granites due to
TULASI granites, a private organization is very well known in the field of granites in the international market. It was set up in the year 1993-94 and is located at hanamsagar road which is 3 km away from ILKAL in Bagalkot district, Karnataka it is mainly concerned with extraction of granite blocks from its queries and exports of granites blocks
EXECUTIVE SUMMARY
TULASI granites, a private organization is very well known in the field of
granites in the international market. It was set up in the year 1!"# and is lo$ated at
hanamsagar road whi$h is ! km away from IL%AL in &agalkot distri$t, %arnataka it is
mainly $on$erned with e'tra$tion of granite (lo$ks from its )ueries and e'ports of
granites (lo$ks
*ranites have optimum )uality and of +a,ashree *ranites. &e$ause of its )uality,
IL%AL $ity $alled as pink $ity in the international market the $ompany to its $redit has
re$eived num(er of national awards for e'port of granites (lo$ks the $ompany has its
head offi$e at Ilkal.
TULASI granites a private organization has its total area of a$res (y providing
employment to around -.. employees. It $onsists of line and staff organization, line
people $onsists of thinkers and staff people are operators staff se$tion $halk out plans of
offi$ers operations to (e performed and issues ne$essary instru$tions to the line se$tion
whi$h implements instru$tions to the (est of its $apa$ity the $o has its registered offi$e at
IL%AL.
INDUSTRIAL PROFILE
*ranites is one of the $ommodities, whi$h are having its own name in the
international market. TULASI is the *ranites fa$tory that was started in the year 1#"/
with manpower of -/. It has total area of #. a$res (y providing employment to around
-.. employees, The produ$tion is 1/.. 0u(i$ 1eter per annum with the turnover of
+s.1#0rores
There are num(er of *ranites 0ompany2s throughout India whi$h are situated in
various states like +a,asthan, %arnataka, *u,arat et$. these are one of the sour$es to the
government in earning the ta' as well as e'porters name in the international market.
Today in the international market the need for *ranites have gone up
Following are some of !e "ranies Fa#ories wi! Profile
3a$tories 4ear of
esta(lishment
Initial
investment
5o of
employees
6rodu$tion
per annual
Turnover
Sa$a "ranies 1- !/ Lakhs !. !....s)ft // Lakhs
Sa%!giri "ranies
In&'sries
1. -/ Lakhs -. !7...s)ft 7/ Lakhs
Dee%a$ "ranies -... #. Lakhs -/ !....s)ft /. Lakhs
COMPANY PROFILE
5ame of the $ompany 8 TULASI "RANITES
Address 8 9anamsagar road, IL%AL.
T) 8 9unagund
:ist 8 &agalkot
St 8 %arnataka
Type of Unit 8 6rivate 0ompany
4ear of ;sta(lishment 8 1#"/
Total Area 0overed 8 #. a$res
5um(er of ;mployees 8 7.
Appro'imate produ$tion p.a 8 1-. $.m per month
Appro'imate Sales p.a 8 1#.. $u(i$ meters
0ompetitors 8 *;1 *ranites and lo$al *ranite ? are working in Tulisi *ranite is 9ighest
-. #-? are ,oined as a worker in Tulisi *ranite is highest
!. #7? are give first preferen$e to ,o( fun$tion in Tulisi *ranite is highest
#. >#? are saying that satisfied with ,o( in Tulisi *ranite is highest
/. /-? are saying work e'perien$e in Tulasi *ranite is highest
7. /.? are saying 1edi$al in Tulasi *ranite is highest
@. !>? are saying good sale in Tulasi *ranite is highest
>. ##? are saying safeguard in Tulasi *ranite is highest
. !>? are saying 3ulfillment in Tulasi *ranite is highest
1.. >-? are saying 4es in Tulasi *ranite is highest
11. 7? are saying 4es means $lear $ommuni$ation, in Tulasi *ranite is highest
1-. #>? are saying 1otivation in Tulasi *ranite is highest
1!. 1..? are saying satisfied with appraisal system in Tulasi *ranite
1#. #.? are saying 1inimum role in Tulasi *ranite is highest
1/. 7.? are 1arried in Tulasi *ranite is highest
INTRODUCTION
TULASI *ranites is headed (y 1r. +A1A5UAA5 :A+A%, a pioneer in the granite field
who was honoured (y the awards
Independen$e for his $ontri(ution in field of 1ining B 1arketing of *ranites.
6rodu$tion range of TULASI granites in$ludes +ough :imension &lo$k, 6olished, 3lamed,
9oned and 0ut to size stru$tural sla(, monuments memorials and mausoleum for different
$ountries in e'$lusive design. *1; group also produ$es modular tiles, vanities and $ounter
topsC ta(le tops s$ulptured pie$es in different $olors of natural granites stones
Several prestigious in the world have used granite stones from TULASI granites. The
organization is managed and run (y highly )ualified professionals and skilled engineers.
Df all the fa$tors of produ$tion " 0apital, land, la(ourC la(our or man is undou(tly the
$ru$ial fa$tor that makes or mars an organization.
;mployees are now a days seen as (usiness partners of the organization. They empower the
organization to su$$eed. At the threshold of this transformation, human assets need to (e
$hosen $arefully, developed, nurtured, utilized and their $ompeten$ies multiplied.
*ig! em%lo-ee saisfa#ion le.els #an re&'#e 'rno.er an& ariion rae in !e
in&'sries/
6eople are the key to su$$ess in the new e$onomy. 0ompanies are atta$hing greater
importan$e to human performan$e today than ever (efore. And while $orporations have
presuma(ly always valued their employees, in todayEs fast"moving new e$onomy, people
have gained even greater stature and are now seen as possi(ly the most important fa$tor in a
$ompanyEs su$$ess or failure.
0ompanies are giving due importan$e to re$ognize and the e'traordinary efforts related to
retain the people in industry, some are making efforts to attra$t and retain top talent, represent
fundamental shifts in employer"employee relationships. And no where has this (een truer
than in the high"te$h se$tor, with its insatia(le demand for knowledge workers.
&ut the fo$us on human performan$e now stret$hes a$ross all industries and all levels,
from the front lines of $ustomer servi$e to the highest e'e$utive ranks. Almost industries are
putting their (est efforts to the keep employees happy and engaged.
Dne reason 0;Ds have (egun investing in human performan$e improvement is that
they now have )uantifia(le proof of a siza(le return. 9+ is fast $hanging from an internal
servi$e department to a strategi$ partner in improving a $ompanyEs $ompetitive position. In
this era of $ompetition, if internal $ustomers, i.e. employees are not happy then the
organization will (e out of $ompetitive market.
LITERATURE REVIE0
PRO)ECT PRO(LEM
Definiion+
;mployee satisfa$tion is the terminology used to des$ri(e whether employees are happy and
$ontented and fulfilling their desires and needs at work. 1any measures purport that
employee satisfa$tion is a fa$tor in employee motivation, employee goal a$hievement, and
positive employee morale in the workpla$e.
;mployee satisfa$tion, while generally a positive in your organization, $an also (e a downer
if medio$re employees stay (e$ause they are satisfied with your work environment.
I5T+D:U0TID5
FF;16LD4;; SATIS3A0TID5 FFFis the pro(lem undertaken in TULASI
*+A5IT;S, whi$h forms one of the (asi$ o(,e$tives of every (usiness house regardless of
the size. It is (elieved that employees are the live assets of an organization. This statement
holds true for the mere reason that employees are supposed to (e the G&A0%&D5;22 of the
(usiness.
A(ilities, talents, aptitude and potentials for effe$tively a$tivating every human
resour$e development strategy must (e guided (y the golden rule8
G*IH; LDH; A5: *;T LDH;22
If there is $ent per$ent satisfa$tion of the employees that is not possi(le, then it
leads to sin$erity and dedi$ation to the work, whi$h makes the organization to prosper in
(usiness and e$onomy as a whole.
IMPORTANCE OF *UMAN RESOURCE
1anpower may (e thought of as, GThe total knowledge, skill, $reative a(ilities, talents
and aptitudes of an organizations workfor$e as well as value, attitudes and (enefits of the
individual involved.I It is the most valua(le asset of an organization. 9uman resour$es are
utilized to the ma'imum possi(le e'tent in order to a$hieve individual and organizational
goals.
&;5;3ITS D3 ;16LD4;; SATIS3A0TID5
1J It helps to improve re$ruitment. As the ,o( (e$omes more attra$tive, more effi$ient
employees $an (e re$ruited.
-J It helps to win over employee2s loyalty and in$rease their morale.
!J +ight organizational environment and $limate will (e $reated.
#J It helps to (uild up sta(le la(or for$e to redu$e la(or turnover and a(senteeism.
/J It helps to the development of team spirit among workers
7J It helps to earn goodwill and enhan$e pu(li$ image.
La(our welfare helps to improve industrial relations and pea$e.
Meaning an& Definiion+
Lo$ke gives a $omprehensive definition of Em%lo-ee Saisfa#ion
GA pleasura(le positive emotional state resulting from appraisal of ones per$eption of how
well their ,o( provides those things whi$h are viewed as important. It is generally re$ognized
in the organizational &ehavior field that employeeEs satisfa$tion is the most important and
fre)uently studied attitudeK.
Definiions of !e #on#e%s+
To understand the $on$ept $learly, it is (etter to understand the literal
meaning of them. Therefore to understand the term K;mployee Satisfa$tionK it is very mu$h
important to know the words K;mployeeK And KSatisfa$tionK separately.
;mployee8 A$$ording to the D'ford :i$tionary the meaning of the
K;mployee is a 6erson employed for LagesK.
A person who works for another, in return, for finan$ial or other $ompensation.
A$$ording to ;mployees State Insuran$e A$t, 1#>, An ;mployee is defined as the
one who is dire$tly employed (y the prin$ipal employee or whose servi$es are temporarily
lent to (y another with whom the employee has a $ontra$t of servi$e. The a$t also says that
employee also in$ludes any person employed for the wages or any
work $onne$ted with the administration of the fa$tory or esta(lishment or any department or
(ran$h there of or with the pur$hase of raw materials for or the distri(ution of s$ales of the
produ$ts of the fa$tory or esta(lishment. The a$t also $overs any person engaged as in
apprenti$e, not (eing an apprenti$e under the
Appreflti$e A$t, 171 or under The Standing Drders of the esta(lishment, (ut does not
in$lude any mem(er of the Indian 5aval, 1ilitary or Air"for$esK.
Saisfa#ion+ A$$ording to the D'ford :i$tionary the meaning of the satisfa$tion means
Katonement or $ompensation or a situation where the e'pe$tations have (een metK.
A$$ording to the :i$tionary of 6sy$hology (y A. Akinson, ;. &erne B +.S.
Loodworth, Satisfa$tion means KA State of pleasant B well(eing $onse)uent upon having
gratified an appetite or motiveK.
Lelfare means fairing or doing well. It is a $omprehensive term, and refers to the physi$al,
mental B emotional well (eing of an individual.
The ILD at its Asian +egional 0onferen$e defined GLa(ours welfare as a term whi$h
is understood to in$lude su$h servi$es, fa$ilities and Amenities and may (e esta(lished or in
the vi$inity in them with amenities $ondu$ive to good health B high morale.
The D'ford di$tionary defines la(ours welfare as Gefforts to make life worth living for
workmenI.
0ham(ers di$tionary defines as Ga state of fairing on doing well, freedom from $alamity,
en,oyment of health, prosperity et$.
5eed for La(our welfare in India
The need for la(ours welfare was strongly felt (y the $ommittee of the royal $ommitment
to industrial work among the fa$tory work and also the harsh treatment re$eives from the
employees sin$e the developing $ountry like India. This need was emphasized (y the
$onstitution of India in the $hapter on the dire$tive prin$iple of state poli$y in the following
arti$les.
Im%oran#e of Em%lo-ee Saisfa#ion8
1. Tra$king the attitudes and opinions of employees $an identify pro(lems areas and
solutions related to management and leadership, $orporate poli$y, re$ruitment, (enefits,
diversity, training, and professional development.
-. A $omprehensive employee satisfa$tion study $an (e the key to a more motivated and
loyal workfor$e.
!. The first step is to understand e'a$tly whi$h issues have the greatest impa$t on
employee satisfa$tion.
#. The findings of the employee satisfa$tion survey will tell you e'a$tly (ow mu$h more
important one issue is over another so that you $an fo$us your performan$e improvement
initiatives appropriately.
/. In analyzing the data, we $an define and refine issues that need addressed, su$h as
overall ,o( satisfa$tion, professional fulfillment, employee motivation and $ommitment,
likelihood to stay with the organization, pay level, $orporate goals and
D(,e$tives.
7. Survey results $an (e segmented (y employee position, length of employment,
full"time vs. part"time, et$.
FACTORS AFFECTIN" EMPLOYEE SATISFACTION.
1. A$hievement
-. +e$ognition
!. Lork itself
#. +esponsi(ility
/. Advan$ement
7. 6ersonal growth
@. 0ompany poli$y and administration
>. Supervision
. +elationship with supervisor
1.. Lork $onditions
11. Salary
1-. +elationship with peers
1!. 6ersonal life
1#. +elationship with su(ordinates
1/. Status
17. Se$urity
T*EORIES OF EMPLOYEE SATISFACTION/
DAVID MCCLELLAND1S MOTIVATIONAL NEED T*EORY
:avid 1$0lelland is most noted for des$ri(ing three types of motivational need, whi$h he
identified in his 1>> (ook, 9uman 1otivation8
• A$hievement motivation Mn"a$hJ,
• Authority or power motivation Mn"powJ,
• Affiliation motivation Mn"affilJ.
Da.i&i# M#Clellan&1s nee&s,2ase& moi.aional mo&el
These needs are found to varying degrees in all workers and managers, and this mi' of
motivational needs $hara$terizes a personEs or managerEs style and (ehavior, (oth in terms of
(eing motivated and in the management and motivation others.
T!e nee& for a#!ie.emen 3n,a#!4
The n"a$h person is Ea$hievement motivatedE and therefore seeks a$hievement, attainment of
realisti$ (ut $hallenging goals, and advan$ement in the ,o(. There is a strong need for
feed(a$k as to a$hievement and progress, and a need for a sense of
a$$omplishment.
A(RA*AM MASLO01S *IERARC*Y OF
NEED MOTIVATIONAL/MODEL
A(raham 1aslow developed the 9ierar$hy of 5eeds model in 1#."/.Es USA, and
the 9ierar$hy of 5eeds theory remains valid today for understanding human motivation,
management training, and personal development. Indeed, 1aslowEs ideas surrounding the
9ierar$hy of 5eeds $on$erning the responsi(ility of employers to provide a workpla$e
environment that en$ourages and ena(les employees to fulfill their own uni)ue potential
Mself"a$tualizationJ are today more relevant than ever. A(raham 1aslowEs (ook 1otivation
and 6ersonality, pu(lished in 1/# Mse$ond edition [email protected] introdu$ed the 9ierar$hy of 5eeds,
and 1aslow e'tended his ideas in other work, nota(ly his later (ook Toward a 6sy$hology of
(eing, a signifi$ant
and relevant $ommentary, whi$h has (een revised in re$ent times (y +i$hard Lowry, who is
in his own right a leading a$ademi$ in the field of motivational psy$hology.
A(raham 1aslow was (orn in 5ew 4ork in 1.> and died in 1@., although various
pu(li$ations appear in 1aslowEs name in later years. 1aslowEs 6h: in psy$hology in 1!# at
the University of Lis$onsin formed the (asis of his motivational resear$h, initially studying
rhesus monkeys. 1aslow later moved to 5ew 4orkEs &rooklyn 0ollege.
1aslowEs original five"stage 9ierar$hy of 5eeds model is $learly and dire$tly attri(uta(le to
1aslowC later versions with added motivational stages are not so $learly attri(uta(le.
1aslowEs 9ierar$hy of 5eeds has (een e'tended through interpretation of 1aslowEs work (y
other people, and these augmented models and diagrams are shown as the adapted seven and
eight"stage 9ierar$hy of 5eeds models
(elow. There is some un$ertainty as to how and when these additional three stages Msi',
seventh and eighth " E0ognitiveE, EAestheti$alE, and ETrans$enden$eEJ $ame to (e added, and (y
whom, to The 9ierar$hy of 5eeds model, and many people $onsider 1aslowEs Eoriginal five"
stage 9ierar$hy Df 5eeds model to (e the definitive
Mand perfe$tly ade)uateJ $on$ept.
Maslow5s !ierar#!- of nee&s
;a$h of us is motivated (y needs. Dur most (asi$ needs are in(orn, having evolved
over tens of thousands of years. A(raham 1aslowEs 9ierar$hy of 5eeds helps to e'plain how
these needs motivate us all. 1aslowEs 9ierar$hy of 5eeds states that we must satisfy ea$h
need In turn, starting with the first, whi$h deals with the most o(vious needs for survival
itself.
Dnly when the lower order needs of physi$al and emotional well (eing are satisfied
are we $on$erned with the higher order needs of Influen$e and personal development.
0onversely, the things that satisfy our lower order needs are swept away, we are no longer
$on$erned a(out the maintenan$e of our higher order needs. 1aslowEs original 9ierar$hy of
5eeds model was developed (etween1#!"1/#.
FREDERIC6 *ERT7(ER" MOTIVATIONALT*EORY
Fre&eri#$ *er82erg1s moi.aion an& !-giene fa#ors
3rederi$k 9ertz(erg2s (ook EThe 1otivation to LorkE, written with resear$h
$olleagues & 1ausner and & Snyderman in 1/, first esta(lished his theories a(out
motivation in the workpla$e. 9ertz(ergEs work, originally on -.. 6itts(urgh engineers and
a$$ountants, has (e$ome one of the most repli$ated studies in the field of workpla$e
psy$hology.
9ertz(erg was the first to show that satisfa$tion and dissatisfa$tion at work nearly
always arose from different fa$tors, and were not simply opposing rea$tions to the same
fa$tors, as had always previously (een Mand still now (y the unenlightenedJ (elieved.
9e showed that $ertain fa$tors truly motivate MEmotivatorsEJ, whereas others tend to
lead to dissatisfa$tion MEhygiene fa$torsEJ.
A$$ording to 9ertz(erg, 1an has two sets of needsC one as an animal to avoid pain, and the
other as a human (eing to grow psy$hologi$ally.
9e illustrated this also through &i(li$al e'ample8 Adam after his ;'pulsion from ;den having
the need for food, warmth, shelter, safety, et$., " the EhygieneE needsC and A(raham, $apa(le
and a$hieving great things through self"development " the EmotivationalE needs.
9ertz(ergEs resear$h proved that people will strive to a$hieve hygiene needs (e$ause
they are unhappy without them, (ut on$e satisfied the effe$t soon wears off " satisfa$tion is
temporary.
NEEDS FOR TRAININ"8
The $ompany provides the training to all employees irrespe$tive of their )ualifi$ation
skill e'perien$e and levels of ,o(.
The training is needed for the following purpose8
? Ao( re)uirements employees sele$ted for a ,o( might la$k the )ualifi$ations
re)uired to perform a ,o( effe$tively. 5ew and ine'perien$ed employee re)uired
detailed instru$tion for effe$tive performan$e on the ,o(. +emedial training should
(e given to su$h people to mat$h the needs of the organization. 5ew employees
need to (e provided orientation training to make them familiar with the ,o( and
organisation.
Te$hni$alogy $hanges8 it is $hanging very fast. 5ow automation and
me$hanization are (eing in$reasingly applied in offi$e. And servi$e se$tor
in$reasing use of fast $hanging te$hni)ue re)uires training in to new te$hnology.
Drganisation via(ility8 in order to survive and grow an organisation must
$ontinually adopt itself to the $hanging environment. ;'isting employees need
refresher training to keep them a (reast of new knowledge.
(ENEFITS OF TRAININ" TO EMPLOYEES8
Training is useful to employees in the following ways8"
1= Self 0onfiden$e
-= 9igher ;arnings
!= Safety
#= Adapta(ility
/= 6romotion
7N 5ew Skills
PERFORMANCE APPRAISAL
Appraising performan$e of individuals, groups and organization has (e$ome a
$ommon 6atri$e. The $o has it2s own appraisal method. The employers has to evaluate
offi$er has to appraise the performan$e of their su(ordinates
In this the performan$e appraise is done in a systemati$ and planned manner. The
term performan$e refers to the degree of a$$omplishments of the ,o( or ultimate result, on
the other hand the term appraisal refer on the evaluation of or assessment of work (eing
done in terms of )uality, )uantity, honest and working $apa$ity, et$.
0ontent of the performan$e Appraisal8"
It depends upon the nature and level of ,o(. It is not uniform for all types of ,o(s.
1= +egularity of attendan$e
-= Leadership style
!= A(ility to work with others
#= Initiative
/= Te$hni$al skill
7= Audgment skills
@= Area of work interest.
O()ECTIVES OF T*E COURSE
• To dis$uss the importan$e of the 1anagerial Leadership and 9igh 6erforming Teams.
• Understanding the signifi$an$e of 1anagerial Leadership and their impa$t on
Drganization.
• To provide the parti$ipants an opportunity for sharing the pra$ti$al e'perien$e on the
su(,e$t.
• To $reate an opportunity to gain an insight into the pro$ess of team (uilding.
CONTENTS OF T*E PRO"RAM
• 1anagerial Leadership8 5ew roles and Skills
• 1anagerial :e$ision"1aking and Term 6ro(lem Solving
• 1anagerial Leadership8 Trait and Approa$hes
• Team Leadership
• Teamwork
• Team(uilding strategies
• 0onfli$t 1anagement
• ;mployee empowerment
• Leading and 1anaging 0hange
• 6erforman$e Appraisal
Em%lo-ee Saisfa#ion is infl'en#e&
2- +
O%%or'ni-
Sress
Lea&ers!i%
Fair
Rewar&s
0or$
San&ar&s
A&e9'ae
A'!ori
-
T!e saisi#all- signifi#an fa#ors !a affe# Em%lo-ee saisfa#ion
&avendam +esear$h identified si' fa$tors, that influen$e ,o( satisfa$tion.
Lhen these si' fa$tors were high, ,o( satisfa$tion was high. Lhen the si' fa$tors were low,
,o( satisfa$tion was low. These fa$tors are similar to what we have found in all organizations.
:/ O%%or'ni-
;mployees are more satisfied when they have $hallenging opportunities at work. This
in$ludes $han$es to parti$ipate in interesting pro,e$tsC ,o(s with a satisfying degree of
$hallenge and opportunities for in$reased responsi(ility. ImportantC this is not simply
Gpromotional opportunityI. As organizations have (e$ome flatter, promotions $an (e rare.
6eople have found $hallenge through pro,e$ts team leadership, spe$ial assignments as well as
promotions.
A#ions+
? 6romote from within when possi(le.
? +eward promising employees with roles on interesting pro,e$ts.
? :ivide ,o(s into levels of in$reasing leadership and responsi(ility.
It may (e possi(le to $rate ,o( titles that demonstrate in$reasing levels of e'pertise, whi$h are
not limiting (y a via(ility of positions they simply demonstrate a$hievement.
;/ Sress
Lhen negative stress is $ontinuously high, ,o( satisfa$tion is low. Ao(s are more stressful if
they interfere with employees2 personal lives or are a $ontinuing sour$e of worry or $on$ern.
A#ions+
? 6romote a (alan$e of work and personal lives. 1ake sure that senior managers
model this (ehavior.
? :istri(ute work evenly MfairlyJ within work teams.
? +eview work pro$edures to remove unne$essary Gred tapeI or (ureau$ra$y.
? 1anage the num(er of interruptions while trying to do their ,o(s.
? Some organizations utilize e'er$ise or GfunI (reaks at work.
, ;dward Thorndike e'plored the
relationship (etween work and satisfa$tion in the Aournal of Applied 6sy$hology.
&avendam +esear$h has in$luded measures of ,o( satisfa$tion in all our employee surveys.
0lear patterns have emerged.
Em%lo-ees wi! !ig!er @o2 saisfa#ion+
? &elieve that the organization will (e satisfying in the long run
? 0are a(out the )uality of their work
? Are more $ommitted to the organization
? 9ave higher retention rates, and are more produ$tive.
Dne thing that makes humans uni)ue is a(ility to fo$us energy. Lhether to heat a home or
to $ut steel with a laser, fo$using energy where it has needed, produ$es signifi$ant results. As
a manager, you need to know what is important pro(lem is more likely to produ$e
measura(le (enefits to the organization.
The a$tual $ases uni)ue to your organization $an only un$overed through a
proper analysis. &avendam resear$h In$. has developed a survey pro$ess that identifies
underlying $ases of the fa$tors su$h as8
? +etentionPturnover
? 6rodu$tivity
? Teamwork
? 0ommuni$ation
? Ao( satisfa$tion
and mu$h more.
Limiaions+
i. The study is restri$ted to employees at Tulasi *ranite
ii. ;mployees were hesitant and tried to avoid answering )uestions.
iii. The findings are purely (ase on the information that has (een $olle$ted through
)uestionnaire and the Tulasi *ranite.
(ENEFITS OF TRAININ"
9ow Training &enefits the Drganization
Leads to improved profita(ility andPor more positive attitudes towards profits
orientation.
Improves the ,o( knowledge and skills at all levels of the organization.
Improves the morale of the workfor$e.
9elps people identify with organizations goals.
9elps $reate a (etter $orporate image.
3osters authenti$ity, openness and trust.
Improves the relationship (etween (oss and su(ordinate.
9elps prepare guidelines for work.
Aids in understanding and $arrying out organizational poli$ies.
6rovides information for future needs in all areas of the organization.
Drganization gets more effe$tive in de$ision"making and pro(lem solving.
Aids in developing leadership skill, motivation, loyalty, (etter attitudes and other
aspe$ts the su$$essful workers and managers usually display.
9elps keep $osts down in many areas, e.g. produ$tion, personnel, administration et$.
:evelops a sense of responsi(ility to the organization for (eing $ompetent and
knowledgea(le.
+edu$es outside $onsulting $osts (y utilizing $ompetent internal $onsulting.
Stimulates preventive management as opposed to putting out fires.
9elps the individual in making (etter and effe$tive pro(lem solving, whi$h in Turn
ultimately should &enefit the Drganization
Through training and development, motivational varia(les of re$ognition,
a$hievement, growth, responsi(ility and advan$ement are internalized and advan$ement
are internalized and operationalised.
Aids in en$ouraging and a$hieving self"development and self"$onfiden$e.
6rovides information for improving leadership knowledge, $ommuni$ation skills and
attitudes.
6rovides the trainee an avenue for growth and a say in hisPher own future.
9elps a person develop speaking and listening skillsC also writing skills when
e'er$ises are re)uired.
(enefis in %ersonnel an& *'man RelaionA Inra an& Iner,gro'% Relaions
an& %oli#- Im%lemenaion/
Improves $ommuni$ation (etween groups and individuals.
Aids in orientation for new employees and those taking new ,o(s through transfer or
promotion.
6rovides information on e)ual opportunity and affirmative a$tion.
6rovides information on other governmental laws and administrative poli$ies.
Improves inter"personal skills.
1akes organization poli$ies, rules and regulations via(le.
Improves morale.
&uilds $ohesiveness in groups.
6rovides a good $limate for learning growth, and $o"ordination.
1akes the organization a (etter pla$e to work and live.
Training O2@e#i.es .
*enerally line managers ask the personnel manager to formulate the trading poli$ies. The
personnel manager formulates the following training o(,e$tives in keeping with the
$ompany2s goals and o(,e$tives.
To proves the employee, (oth new and old to meet the present as well as the $hanging
re)uirements of the ,o( and the organization.
To impart the new entrants the (asi$ knowledge and skills they need for an intelligent
performan$e of a definite ,o(.
To assist employees to fun$tion more effe$tively in their present positions (y
e'posing them to the latest $on$epts, higher"level tasks, information and te$hni)ues and
developing the skills they will need in their parti$ular fields.
To (uild up a se$ond line of $ompetent offi$ers and prepare them to o$$upy more
responsi(le positions.
To (roaden the minds of senior managers (y providing them with opportunities for an
inter$hange of e'perien$es within and outside with a view to $orre$ting narrowness of
outlook that may arise from over"spe$ialization.
To develop the potentialities of people for the ne't level ,o(.
To ensure smooth and effi$ient working of a department.
To ensure e$onomi$al output of re)uired )uality.
TRAININ" MET*ODS
As a result of resear$h in the field of training, a num(er of programmes are availa(le.
Some of these are new methods, while others are improvements over the traditional methods.
The training programmes $ommonly used to train operative and supervisory personnel are
dis$ussed (elow. These programmes are $lassified into on"the",o( and off"the",o( training
programmes
On T!e,)o2 Training Me!o&s
This type of training, also known as ,o( instru$tion training, is the most $ommonly used
method. Under this method, the individual is pla$ed on a regular ,o( and taught the skills
ne$essary to perform that ,o(. The trainee learns under the supervision and guidan$e of a
)ualified worker or instru$tor. Dn"the",o( training has the advantage of giving first hand
knowledge and e'perien$e under the a$tual working $onditions. Lhile the trainee learns how
to perform a ,o(, he is also a regular worker rendering the servi$es for whi$h he is paid. The
pro(lem of transfer of trainee is also minimized as the person learns on"the",o(. The emphasis
is pla$ed on rendering servi$es in the most effe$tive manner rather than learning how to
perform the ,o(. Dn"the",o( training methods in$lude ,o( rotation, $oa$hing, ,o( instru$tion
or training through step"(y"step and $ommittee assignments.
)o2 Roaion8 This type of training involves the movement of the trainee from one ,o( to
another. The trainee re$eives ,o( knowledge and gains e'perien$e from his supervisor or
trainer in ea$h of the different ,o( assignments. Though this method of training is $ommon in
training managers for general management positions, trainees $an also (e rotated from ,o( to
,o( in workshop ,o(s. This method gives an opportunity to the trainee to understand the
pro(lems of employees on other ,o(s and respe$t them.
Coa#!ing8 The trainee is pla$ed under a parti$ular supervisor who fun$tions as a $oa$h in
training the individual. The supervisor provides feed(a$k to the trainee on his performan$e
and offers him some suggestions for improvement. Dften the trainee shares some of the
duties and responsi(ilities of the $oa$h and relieves him of his (urden. A limitation of this
method of training is that the trainee may not have the freedom or opportunity to e'press his
own ideas.
)o2 Insr'#ion8 This method is also known as training through step (y step. Under this
method, the trainer e'plains to the trainee the way of doing the ,o(s, ,o( knowledge and skills
and allows him to do the ,o(. The trainer appraises the performan$e of the trainee, provides
feed(a$k information and $orre$ts the trainee.
Commiee Assignmens8 Under the $ommittee assignment, a group of trainees are
given and asked to solve an a$tual organizational pro(lem. The trainees solve the pro(lem
,ointly. It develops teamwork.
Off,!e,)o2 me!o&s
Under this method of training, the trainee is separated from the ,o( situation and his
attention is fo$used upon learning the material related to his future ,o( performan$e. Sin$e
the trainee is not distra$ted (y ,o( re)uirements, he $an pla$e his entire $on$entration on
learning the ,o( rather than spending his time in performing it. There is an opportunity for
freedom of e'pression for the trainees. 0ompanies have started using multimedia te$hnology
in training, Dff"the",o( training methods are as follows8
Vesi2'le Training8 In this method, a$tual work $onditions are simulated in a $lassroom.
1aterial, files and e)uipment, whi$h are used in a$tual ,o( performan$e, are also used in
training. This type of training is $ommonly used for training personnel for $leri$al and semi"
skilled ,o(s. The duration of this training ranges from days to a few weeks. Theory $an (e
related to pra$ti$e in this method.
Role Pla-ing8 It is defined as a method of human intera$tion that involves realisti$
(ehaviour in imaginary situations. This method of training involves a$tion, doing and
pra$ti$e. The parti$ipants play the role of $ertain $hara$ters su$h as the produ$tion manager,
me$hani$al engineer, superintendents, maintenan$e engineers, )uality $ontrol inspe$tors,
foremen, workers and the like. This method is mostly used for developing inter"personal
intera$tions and relations.
Le#'re Me!o&8 The le$ture is a traditional and dire$t method of instru$tion. The instru$tor
organizes the material and gives it to a group of trainees in the form of a talk. To (e effe$tive,
the le$ture must motivate and $reate interest among the trainees. An advantage of the le$ture
method is that it is dire$t and $an (e used for a large group of trainees. Thus, $osts and time
involved are redu$ed. The ma,or limitation of the le$ture method is that it does not provide
for transfer of training effe$tively.
Conferen#e or Dis#'ssion8 It is a method in training the $leri$al, professional and
supervisory personnel. This method involves a group of people who pose ideas, e'amine and
share fa$ts, ideas and data, test assumptions and draw $on$lusions, all of whi$h $ontri(ute to
the improvement of ,o( performan$e. :is$ussion has the distin$t advantage over the le$ture
method, in that the dis$ussion involves two"way $ommuni$ation and hen$e feed(a$k is
provided. The parti$ipants feel free to speak in small groups. The su$$ess of this method
depends on the leadership )ualities of the person who leads the group.
Programme& Insr'#ion8 In re$ent years, this method has (e$ome popular. The su(,e$t
matter to (e learned is presented in a series of $arefully planned se)uential units. These units
are arranged from simple to more $omple' levels of instru$tion. The trainee goes through
these units (y answering )uestions or filling the (lanks. This method is e'pensive and time
$onsuming.
*ow o ma$e Training Effe#i.e
:etermine training needs through ,o( des$ription, performan$e appraisal forms and
potential appraisal dis$ussions.
6repare a training $alendar in dis$ussion with managers.
Training programmes should (e well"defined spe$ifi$ o(,e$tives.
5ominate the employees for training (ased on a need for training.
Trainers should (e )ualified and e'perien$ed, and prefera(le internal.
RECENT DEVELOPMENTS IN TRAININ"
Em%lo-ee Self Iniiai.e
;mployees have realized that $hange is the order of the day and they have started playing
the role of a $hange agent. 0onse)uently, employees identify their own training needs, sele$t
appropriate training programme organized (y various organizations and undergo the training
programmes. Thus, employees in re$ent times started taking proa$tive measures on their own.
Dn"Line Training
0ompanies started providing on"line training. Trainees $an undergo training (y staying at the
pla$e of their work. 6arti$ipants $omplete $ourse work from wherever they have a$$ess to
$omputer and Internet. :ifferent types of media are used for on"line training.
TYPICAL DIMENSIONS OF EMPLOYEE SATISFACTION
;mployee satisfa$tion surveys $an $over as many or as few topi$s as are re)uired (y your
organization. Some of these topi$s in$lude8
• Ao( satisfa$tion
• The $ompany as a pla$e to work
• Drganization dire$tion, strategy and goals
• ;mployee morale
• Drganizational relationships
• Supervision
• 1anagement
• Leadership
• 0ulture, values and (ehaviours
• 0ompany image
• &enefits
• 0ompensation and rewardsPin$entives
• +e$ognition and promotion
• Training and development
• 0areer opportunities
• !.s.
In the 1>>.s the Aenny Lind polishing ma$hine was introdu$ed Mthe ma$hine so $alled from
its humming noise, whi$h was likened to the Swedish singer of that nameJ.
This had a steel ring " shooting ring " whi$h rotated over the dressed stone surfa$e, iron shot
and water were used as an a(rasive. 3iner polishing stages used $ar(orundum then emery.
Lith modern saws leaving smoother finishes, the shooting pro$ess is unne$essary, and
$ar(orundum polishing $an (egin immediately. A modern version of the Aenny Lind, the
Seaton polisher, has four small rotating solid $ar(orundum heads and is often fully automati$.
A (uilding2s ar$hite$tural e'pression $an (e greatly enhan$ed (y the $hoi$e of surfa$e finish
and in the $ase of natural stone a variety of $onsiderations apply, in$luding the fun$tion, type,
and hardness of the material as well as the aestheti$ effe$t desired. *reater awareness of the
range of light and shade effe$ts possi(le on different stone types and of the te$hni)ues
availa(le to draw out the uni)ue )ualities of ea$h has in$reased demand for manually dressed
stone, and this traditional pro$ess has (e$ome easier and )ui$ker with new types of
$ompressed air tools and ma$hines.
COMPANY PROFILE
5ame of the $ompany 8 TULASI "RANITES
Address 8 9anamsagar road, IL%AL.
T) 8 9unagund
:ist 8 &agalkot
St 8 %arnataka
Type of Unit 8 6rivate 0ompany
4ear of ;sta(lishment 8 1#"/
Total Area 0overed 8 #. a$res
5um(er of ;mployees 8 7.
Appro'imate produ$tion p.a 8 1-. $.m per month
Appro'imate Sales p.a 8 1#.. $u(i$ meters
0ompetitors 8 *;1 *ranites and lo$al *ranite .. ##..
! 4ear 11 --.. --.. 77..
# 4ear 1@ !#.. !#.. 1....
Total /. 1.... 1....
.
Form how many day's you are working in Tulasi Granite
Form how many day's you are working in Tulasi Granite
4 Year 3 Year 2 Year 1 Year
F
r
e
q
u
e
n
c
y
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
7? are working in 1 4ears, !>? are working in - 4ears, --? are working in ! 4ears and
!#? are working in # 4ears. 9en$e !>? are working in Tulisi *ranite is 9ighest.
;/ 0!ile a @oining ime w!i#! was -o'r %os
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid Assistant / 1... 1... 1...
Superviso 1# ->.. ->.. !>..
r
Lorker -1 #-.. #-.. >...
1anager 1. -... -... 1....
Total /. 1.... 1....
While at oining time which was your !ost
While at oining time which was your !ost
"anager Worker #u!er$isor %ssistant
F
r
e
q
u
e
n
c
y
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
1.? are Aoined as Assistant, ->? are ,oined as supervisor, #-? are ,oined as worker and
-.? are ,oined as 1anager. 9en$e #-? are ,oined as a worker in Tulisi *ranite is highest.
#.. >#.. >#..
5o > 17.. 17.. 1....
Total /. 1.... 1....
%re you satis&ied with your o)
%re you satis&ied with your o)
+o Yes
F
r
e
q
u
e
n
c
y
,0
40
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
>#? are saying satisfied with ,o(, and 17? are saying dissatisfied. 9en$e >#? are saying
that satisfied with ,o( in Tulisi *ranite is highest
;/ 0!a are sele#ion #rieria for all !e le.els of managemen
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid Lork
;'perien$
e
-7 /-.. /-.. /-..
%nowledg
e
17 !-.. !-.. >#..
Age / 1... 1... #..
;du$ation ! 7.. 7.. 1....
Total /. 1.... 1....
What are selection criteria &or all the le$els o& management
What are selection criteria &or all the le$els o& management
-ducation %ge .nowledge Work -/!erience
F
r
e
q
u
e
n
c
y
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
/-? are saying work e'perien$e, !-? are saying knowledge, 1.? are age, and 7? are
saying edu$ation. 9en$e /-? are saying work e'perien$e in Tulasi *ranite is highest
-..
Shoes / 1... 1... -..
9and
*lows
# >.. >.. 1....
Total /. 1.... 1....
What is the different Security and safty measures provided to the employee to
increase the morale
0and Glows #hoes "edical helth insurence
F
r
e
q
u
e
n
c
y
2,
20
1,
10
,
0
What is the different Security and safty measures provided to the employee to
increase the morale
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
!-? are saying health insuran$e, /.? are saying 1edi$al 3a$ilities, 1.? are shoes, and >?
are saying hand glows. 9en$e /.? are saying 1edi$al in Tulasi *ranite is highest
=/ 0!- -o' %refer T'lasi "ranies
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve
6er$ent
Halid It is a &ig
Unit
1- -#.. -#.. -#..
5o.1 / 1... 1... !#..
*ood
Sale
1 !>.. !>.. @-..
Lork
Image
1# ->.. ->.. 1....
Total /. 1.... 1....
Why you !re&er Tulasi Granites
Why you !re&er Tulasi Granites
Work 1mage Good #ale +o21 1t is a 3ig 4nit
F
r
e
q
u
e
n
c
y
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
-#? are saying it is a (ig unit, 1.? are saying 5o.1, !>? are saying good sale, and ->? are
saying work image. 9en$e !>? are saying good sale in Tulasi *ranite is highest
>/ 0!a is Yo'r s'ggesion o im%ro.e !e fa#iliies
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid Later
3a$ility
1! -7.. -7.. -7..
Hentilatio
n
1. -... -... #7..
Safegard -- ##.. ##.. ...
1ask / 1... 1... 1....
Total /. 1.... 1....
What is Your suggestion to imro$e the &acilities
What is Your suggestion to imro$e the &acilities
"ask #a&egard 5entilation Water Facility
F
r
e
q
u
e
n
c
y
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
-7? are saying water fa$ility, -.? are saying ventilation, ##? are saying safeguard, and
1.? are saying 1ask. 9en$e ##? are saying safeguard in Tulasi *ranite is highest
?/ 0!a is !e reason of saisfa#ion or &issaisfa#ion
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid 1otivatio
n
1> !7.. !7.. !7..
Lork
Load
1>.. 1>.. /#..
3ulfilmen
t
1 !>.. !>.. -..
Dver
Time
# >.. >.. 1....
Total /. 1.... 1....
What is the reason o& satis&action or dissatis&action
What is the reason o& satis&action or dissatis&action
'$er Time Ful&ilment Work 6oad "oti$ation
F
r
e
q
u
e
n
c
y
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
!7? are saying motivation, 1>? are saying work load, !>? are saying 3ulfilment, and >?
are saying Dvertime. 9en$e !>? are saying 3ulfillment in Tulasi *ranite is highest
G/ Do -o' w!i#! !a !e managemen s%en&s some amo'n on em%lo-ee raining
or &e.elo%men/
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid 4es #1 >-.. >-.. >-..
5o 1>.. 1>.. 1....
Total /. 1.... 1....
7o you which that the management s!ends some amount on em!loyee training
7o you which that the management s!ends some amount on em!loyee training
+o Yes
F
r
e
q
u
e
n
c
y
,0
40
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
>-? are saying 4es, and 1>? are saying 5o,. 9en$e >-? are saying 4es in Tulasi *ranite is
highest
H/ Do -o' !a.e #lear #omm'ni#aion wi! -o'r s'%erior
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid 4es #> 7.. 7.. 7..
5o - #.. #.. 1....
Total /. 1.... 1....
7o you ha$e clear communication with your su!erior
7o you ha$e clear communication with your su!erior
+o Yes
F
r
e
q
u
e
n
c
y
80
,0
40
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
7? are saying 4es means $lear $ommuni$ation, and #? are saying 5o. means $lear
$ommuni$ation, 9en$e 7? are saying 4es means $lear $ommuni$ation, in Tulasi *ranite is
highest
I/ 0!a -o' eE%e# from managemen
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid 1otivatio
n
-# #>.. #>.. #>..
Self
re$ognisat
ion
1>.. 1>.. 77..
0o"
operation
1! -7.. -7.. -..
Train # >.. >.. 1....
Total /. 1.... 1....
What you e/!ect &rom management
What you e/!ect &rom management
Train *o9o!eration #el& recognisation "oti$ation
F
r
e
q
u
e
n
c
y
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
#>? are saying motivation, 1>? are saying Self +e$ognisation, -7? are saying 0o"
operation, and >? are saying train. 9en$e #>? are saying 1otivation in Tulasi *ranite is
highest
:J/ Are -o' saisfie& wi! a%%raisal s-sem of T'lasi "ranies
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid 4es /. 1.... 1.... 1....
%re you satis&ied with a!!raisal system o& Tulasi Granites
%re you satis&ied with a!!raisal system o& Tulasi Granites
Yes
F
r
e
q
u
e
n
c
y
80
,0
40
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
1..? are saying satisfied with appraisal system in Tulasi *ranite
::/ Yo'r role a T'lasi "ranie
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
HalidHital +ole 1 !>.. !>.. !>..
5ot up to
mark
> 17.. 17.. /#..
1inimum -. #... #... #..
5il ! 7.. 7.. 1....
Total /. 1.... 1....
Your role at Tulasi Granite
Your role at Tulasi Granite
+il "inimum +ot u! to mark 5ital
leF
r
e
q
u
e
n
c
y
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
!>? are saying Hital role , 17? are saying 5ot up to mark, #.? are saying 1inimum, and
7? are saying 5il. 9en$e #.? are saying 1inimum role in Tulasi *ranite is highest
:;/ 0!a is -o'r marial sa's
3re)uen$
y
6er$ent Halid
6er$ent
0umulati
ve 6er$ent
Halid 1arried !. 7... 7... 7...
Unmarrie
d
-. #... #... 1....
Total /. 1.... 1....
What is your marital status
What is your marital status
4nmarried "arried
F
r
e
q
u
e
n
c
y
40
30
20
10
0
INTERPRITATION+/
A$$ording to survey in Tulasi *ranite know that out of /. respondents are says that
7.? are married , and #.? are Unmarried. 9en$e 7.? are 1arried in Tulasi *ranite is
highest
FINDIN"S
1. !>? are working in Tulisi *ranite is 9ighest
-. #-? are ,oined as a worker in Tulisi *ranite is highest
!. #7? are give first preferen$e to ,o( fun$tion in Tulisi *ranite is highest
#. >#? are saying that satisfied with ,o( in Tulisi *ranite is highest
/. /-? are saying work e'perien$e in Tulasi *ranite is highest
7. /.? are saying 1edi$al in Tulasi *ranite is highest
@. !>? are saying good sale in Tulasi *ranite is highest
>. ##? are saying safeguard in Tulasi *ranite is highest
. !>? are saying 3ulfillment in Tulasi *ranite is highest
1.. >-? are saying 4es in Tulasi *ranite is highest
11. 7? are saying 4es means $lear $ommuni$ation, in Tulasi *ranite is highest
1-. #>? are saying 1otivation in Tulasi *ranite is highest
1!. 1..? are saying satisfied with appraisal system in Tulasi *ranite
1#. #.? are saying 1inimum role in Tulasi *ranite is highest
1/. 7.? are 1arried in Tulasi *ranite is highest
SU""ESTIONS AND RECOMMENDATIONS
As the workers $omplained a(out the $anteen fa$ilities . whi$h is far away from the $ompany
. so the $ompany should provide $anteen fa$ilities in their $ompany only
The workers are also $omplained for loan fa$ilities so the $ompany should provide good loan
fa$ilities to the workers whi$h will (e to the e'tent of needful
0lealiness should (e mentained in the premises of the $ompany . toilets B (athrooms must
(e regularly $leaned
The $ompany should provide housing fa$ilities ton the workers they have to provide )arters .
that they will not migrate to any other pla$es
CONCLUSION
The $ompany started in #"/ with only -. manpower and has grown drasti$ally with
fully high te$hni)ue of ma$hine power. The $ompany is produ$ing the granites whi$h
is highly demanded in the market from them to till now all over the $ountry. And they
are also e'porting to the foreign $ountries
1any $ompetitors have failed to $ompete with the TULASI granites due to