Employee Engage Project 1.0

CHAPTER –I
INTRODUCTION
1.1 INTRODUCTION TO THE CONCEPT THE STUDY
Employee engagement is an idea whose time has come. It as a metric of business

success is getting more attention than ever before. The Chemistry of individual engagement is
complex, not one that can be easily addressed from the C- suite. Many organizations are
stubbornly stagnant engagement levels despite yearly cycles of measuring and action
planning. The report is designed to move beyond the high-level numbers to provide with a
framework that will help organization to start moving the needle on engagement.
The Most of employee engagement studies determined that the majority of employees
liked their work and were planning on sticking around, but were not necessarily focused on
what mattered most to their employers. They also contained organizational best practices for
increasing engagement levels.
It also explore the specific roles and responsibilities of the workforce in building a
more engaged organization. The focus is on individual employee, managers and executives.
These three roles are incremental, depending on someone’s level in the organization.
Everyone is accountable for his or her own engagement; anyone with direct reports must
coach team members to higher levels of engagement and manage his or her own engagement;
and executives set the tone for an engaged organization plus shoulder the responsibilities of
individual and managers.
Employee Engagement is the level of commitment and involvement an employee has

towards their organization and its value. An engaged employee is aware of business context,
and work with colleagues to improve performance within job for the benefit for the
organization. It is the positive attitude held by the employee towards the organization and its
values. The report focuses on how employee engagement is an antecedent of job involvement
and what should company do to make the employee engaged.
1.2 THEORITICAL BACKGROUND OF THE STUDY
1.2.1 Employee engagement
“Engagement is reflected when employees express themselves physically, cognitively

and emotionally while executing their roles”. Employee Engagement deals with the
employee’s interest in doing a particular job, interest in bringing out innovative options for
the betterment of product, level of freedom in bringing out such innovation to actions, the
work atmosphere provided for the employee to accomplish the task and many more task
would involve in the process.
1.2.2 Benefits of Employee Engagement
• Improved overall organisational effectiveness
• A high- energy working environment
• Increased productivity and improves morale
• Boosted business growth
1.2.3 Initiative:
Some of the initiatives commonly undertaken by HR departments towards employee

engagement are:
 On-boarding: When an employee joins the organisation s/he needs to be exposed to the
organisations policies and culture. There may be some fresh out of campuses that need to
know the basics of communication skills and job related skills. During the induction
programme itself, they can be given an exposure about these aspects, skills sets and the
expectations. The on-boarding event experience itself leaves a mark on the minds of the
new recruits about the company’s desire to enhance their skills.
 Learning and development events: When business practices and processes are
changing. In this environment, there is an acute necessity for enhancing the skill levels of
employees already discharging various functions.
1.2.4 Engagement Levels
 Culture: It consists of a foundation of leadership, vision, values, effective

communication, a strategic plan and HR policies that are focussed on the employee.
Commitment - It is the foundation of engagement. Employees with high level of
organisational commitment are willing to exert considerable effort for the organisation
and make discretionary contributions.
 Cooperation: It encompasses positive relationship among employees within a group. It is
the inherent willingness of individuals working in a team to pull in the same direction and
achieve organisational goals.
 Taking responsibility: Taking initiative and responsibility to become a part of the
solutions is an important ingredient of engagement. For an employee to display loyalty
towards his organisation, the first thing he needs to do is to take responsibility. “Taking
responsibility” refer to feeling empowered. Employees who feel empowered have a sense
of belonging and excitement about their jobs, they feel engaged at an emotional level and
are willing to give their best all the time.
1.2.5 Drivers of Employee Engagement
While it is possible to measure engagement itself through employee surveys, this does
not assist in identifying areas for improvement within organisations. There are a range of
factors, known as drivers, that are thought to increase overall engagement. By managing the
drivers, an organisation can effectively manage engagement levels of its employees. Drivers
such as communication, performance clarity and feedback, organisational culture, rewards
and recognition, relationships with managers and peers, career development opportunities and
knowledge of the organisation's goals and vision are some of the factors that facilitate
employee engagement. Some points from the research are presented below:
* Employee perceptions of job importance - "an employee's attitude toward the job's
importance and the company had the greatest impact on loyalty and customer service than all
other employee factors combined."
* Employee clarity of job expectations - "If expectations are not clear and basic materials
and equipment are not provided, negative emotions such as boredom or resentment may
result, and the employee may then become focused on surviving more than thinking about
how he can help the organization succeed."
* Career advancement/improvement opportunities - "Plant supervisors and managers

indicated that many plant improvements were being made outside the suggestion system,
where employees initiated changes in order to reap the bonuses generated by the subsequent
cost savings."
* Regular feedback and dialogue with superiors - "Feedback is the key to giving
employees a sense of where they’re going, but many organizations are remarkably bad at
giving it." "What I really wanted to hear was 'Thanks. You did a good job.' But all my boss
did was hand me a check.'
* Quality of working relationships with peers, superiors, and subordinates - "...if

employees' relationship with their managers is fractured, then no amount of perks will
persuade the employees to perform at top levels. Employee engagement is a direct reflection
of how employees feel about their relationship with the boss."
* Perceptions of the ethos and values of the organization - "'Inspiration and values' is the
most important of the six drivers in our Engaged Performance model. Inspirational leadership
is the ultimate perk. In its absence, [it] is unlikely to engage employees."/>
* Effective Internal Employee Communications - which convey a clear description of

"what's going on". "'If you accept that employees want to be involved in what they are doing
then this trend is clear (from small businesses to large global organisations). The effect of
poor internal communications is seen as its most destructive in global organisations which
suffer from employee annexation - where the head office in one country is buoyant (since
they are closest to the action, know what is going on, and are heavily engaged) but its
annexes (who are furthest away from the action and know little about what is happening) are
dis-engaged. In the worst case, employee annexation can be very destructive when the head
office attributes the annex's low engagement to its poor performance… when its poor
performance is really due to its poor communications.
* Reward to engage - Look at employee benefits and acknowledge the role of incentives.
"An incentive to reward good work is a tried and test way of boosting staff morale and
enhancing engagement." There are a range of tactics you can employ to ensure your incentive
scheme hits the mark with your workforce such as: Setting realistic targets, selecting the right
rewards for your incentive programme, communicating the scheme effectively and
frequently, have lots of winners and reward all achievers, encouraging sustained effort,
present awards publicly and evaluate the incentive scheme regularly. It further tends to
improve the overall productivity.
1.3 REVIEW OF LITERATURE
In today’s age where companies are losing talent with every passing day, it’s not
enough to keep employees only happy and satisfied. To retain employees it is also imperative
to engage them suitably. An engaged employee is someone who is on a mission everyday,
which a satisfied employee may not be. Engaged employees always strive to exceed the
expectations of their supervisors and are self- motivated to attain their goals.
According to WH Mace - Industrial and Organizational Psychology, 2008

The meaning of employee engagement is ambiguous among both academic researchers and
among practitioners who use it in conversations with clients. We show that the term is used at
different times to refer to psychological states, traits, and behaviors as well as their
antecedents and outcomes. Drawing on diverse relevant literatures, we offer a series of
propositions about (a) psychological state engagement; (b) behavioral engagement; and (c)
trait engagement. In addition, we offer propositions regarding the effects of job attributes and
leadership as main effects on state and behavioral engagement and as moderators of the
relationships among the 3 facets of engagement. We conclude with thoughts about the
measurement of the 3 facets of engagement and potential antecedents, especially
measurement via employee surveys.
According to Harter, James K.; Schmidt, Frank L.; Hayes, Theodore L.- Journal of
Applied Psychology, Vol 87(2), Apr 2002, 268-279.Based on 7,939 business units in 36
companies, this study used meta-analysis to examine the relationship at the business-unit
level between employee satisfaction-engagement and the business-unit outcomes of customer
satisfaction, productivity, profit, employee turnover, and accidents. Generalizable
relationships large enough to have substantial practical value were found between unit-level
employee satisfaction-engagement and these business-unit outcomes.
• Gallup Management Journals has shown that only 29% of employees are actively
engaged in their jobs. Those “engaged” employees work with passion and feel a
strong connection to their company. About 2/3 of the business units scoring above the
median on performance. Moreover, 54% of employees are not engaged meaning that
they go through each work day spending time but no passion into their work. Only
about 1/3 companies below the median on employee engagement scored above the
median on performances.
• In a 2006 cross national study,schaufeli,bakkewr and salanova (2006) surveyed 14521

employees in various occupations, the researchers found that engagement is not only
the opposite of burnout but that its own characteristics, which were labeled vigour,
dedication and absorption. The researchers concluded that engagement is similar to
burnout in that it is a stable; no- transient state that increases slightly with age.
Additionally, blue collar workers were less engaged than managers, educators and
police officers. Engagement did not seem to differ systematically between genders.
• Karen Wilson (May 2009), a survey of employee engagement, examined the overall
level of engagement of employees of a public rehabilitation service agency, and the
extent to which demographic and work life variables such as gender, office location,
job title, and years of services contributed to their levels of engagement. Results
indicate no differences in engagement scores for male and female, for individuals
working in rural versus urban office environment, or for years of services in the
agency. Participants who supervised at least one other person scored higher than
individual who did not supervise anyone
 Harter et al. (2002) explicitly referred to their measure (The Gallup Workplace Audit)
as ‘‘satisfaction-engagement’’ and defined engagement as ‘‘the individual’s
involvement and satisfaction with as well as enthusiasm for work’’ The Gallup survey
items tap evaluative constructs traditionally conceptualized as satisfaction facets,
including resource availability, opportunities for development and clarity of
expectations perhaps even more directly, some practitioners (e.g., Burke, 2005)
measure engagement as direct assessments of satisfaction with the company, manager,
work group, job, and work environment characteristics. Engagement, in contrast, is
about passion and commitment—the willingness to invest oneself and expend one’s
discretionary effort to help the employer succeed.
 Fernandez (2007) shows the distinction between job satisfaction, the well-known
construct in management, and engagement contending that employee satisfaction is
not the same as employee engagement and since managers cannot rely on employee
satisfaction to help retain the best and the brightest, employee engagement becomes a
critical concept. Other researchers take job satisfaction as a part of engagement, but it
can merely reflect a superficial, transactional relationship that is only as good as the
organization’s last round of perks and bonuses; Engagement is about passion and
commitment-the willingness to invest oneself and expand one’s discretionary effort to
help the employer succeed, which is beyond simple satisfaction withthe employment
arrangement or basic loyalty to the employer (BlessingWhite, 2008; Erickson,2005;
Macey and Schnieder, 2008). Therefore, the full engagement equation is obtained by
aligning maximum job satisfaction and maximum job contribution.
 According to Swaminathan and Rajasekaran (2010), employee engagement occurs
when Satisfaction, Motivation and Effectiveness intersect.
 A meta-analysis by Mathieu and Zajac (1990) found that demographic characteristics
(e.g. age, sex, level of education), role states, job characteristics, group/ leader
relations, organizational characteristics, motivation, and job satisfaction can enhance
organizational commitment.
 Organizational commitment is an important facet of the state of W.H. Macey and B.
Schneider (2008) engagement when it is conceptualized as positive attachment to the
larger organizational entity and measured as a willingness to exert energy in support
of the organization, to feel pride as an organizational member, and to have personal
attachment with organization.
 John and Shim (2010) have identified the antecedents of organizational commitment
as personal characteristics and job characteristics, as well as organizational
characteristics.
 Harter, Schmidt and Hayes (2002) define employee engagement as “the individual’s
involvement and satisfaction with as well as enthusiasm for work ’’.
 Hewitt (2004) defines employee engagement as the employees desire to say (speak
positively about the organization), stay (desire to be a member of the organization)
and strive ( go beyond the expected for the organization )
 Mount, Harter, Witt, and Barrick (2004) defined engagement in terms of a “high
internal motivational state.’’
 Wellins and Concelman (2004) suggest that “Employee engagement is the illusive
force that motivates employees to higher levels of performance. This coveted energy
is an amalgam of commitment, loyalty, productivity an ownership.” they further
added that it includes, “feelings and attitudes employees have towards their jobs and
their organization. ’’
 Robinson, Perryman and Hayday (2004), define “engagement as a positive attitude
held by the employee towards the organization and its values. An engaged employee
is aware of the business context, works with colleagues to improve performance
within the job for the benefit of the organization”. They further add that organization
must develop and nurture engagement which is a two way relationship between
employer and employee.
 Harter,et,al.(2002) suggests that this is more pertinent reason to study employe
engagement.Gubman (1998,2003,2004) describes engagement as a heightened
emotional connection to a job and organization that goes beyond jobsatisfaction .
1.4 STATEMENT OF THE PROBLEM
Despite evidence of how destructive employee burnout or disengagement can

be, studies from the human services field on the opposite condition, engagement, are
limited. Surprisingly little academic and empirical research has been conducted overall,
and a large portion of it comes from the business management community (Saks, 2006).
Additionally, studies do not differentiate human services staff from workers in other
industries.
To address this problem, more research that focuses specifically on the
engagement levels of workers in human services occupations is necessary. Empirical
data are needed so professionals can better understand employee engagement and use
what they learn about it to develop managerial interventions and alternative strategies
that foster engagement for human services workers.
1.5 OBJECTIVE OF THE STUDY
Primary objective:
• To study the level of employee engagement.
Secondary Objective:
• To identify factors influencing employee engagement
• To study the relationship, if any, between ages, gender, educational qualification,

marital status, work experience and employee engagement.
• To analyse if employee engagement has an impact on Attrition
• To suggest the management of ZUARI AGRO CHEMICAL Ltd to improve on

employee engagement.
• Scope of the study
• This study could be conducted to understand the employee engagement in the

organization.
• This study could be conducted on employee at different level of the employee

Hierarchy.
• To understand the employee involvement towards the work.
1.6 SCOPE OF THE STUDY
Performance Scope employee survey programs deliver the vital employee feedback
needed to measure and manage employee satisfaction. A few of the many advantages of a
Performance Scope employee survey include:
•Reduce employee turnover
• Pinpoint the factors that drive employee satisfaction / dissatisfaction
• Identify key characteristics to look for when hiring

• Identify gaps in employee training
• Capture upward feedback on managers and directors.
1.7 RESEARCH METHODOLOGY
Research methodology is the science to understand how a research is done

scientifically. It is a way to solve a problem.
1.7.1 Type of the study
Descriptive sampling is the type of study in this project.
1.7.2 Sample design:
The instrument is close ended with a liker scale from 1 to 4 with loading starting from
Strongly Agree to strongly disagree.
1.7.3 Sample method:
Random sampling method is used for this study. The sample size 100 refers to the
number of items to be selected from the total population to constitute the sample.
1.7.4 :Tools for data collection:
In dealing with any real life problem it is found that the data in hand is inadequate.
Hence data collection becomes necessary. The data can either be collected through primary
or secondary source.
1.7.4.1 Primary data:
The data that is collected fresh for the first time is termed as primary data. The
research is solely based on primary data collected directly from the employees through
questionnaires.
1.7.4.2 Secondary data:
The data collected from secondary sources like the internet, published data etc is
termed as secondary data.
1.7.5 Statistical tools for analysis:
The statistical tools used are:
i. Percentage analysis
ii. Chi –square test
i. Percentage analysis:
The number or respondents of each category is summarized to percentage
Percentage = Number or respondents
× 100
Total number or respondents
ii. Chi –square test:
The chi-square test, that tests for significant difference between the observed
distribution of data among categories and the expected distribution based on the null
hypothesis.
The formula for the chi-square χ2=Σ [(Oi - Ei) 2 ÷ Ei]
1.8 LIMITATIONS
• The study is conducted with “ZUARI AGRO CHEMICAL Ltd” only so it will not
applicable to any other population.
• Some of the respondents were not willing to give the correct information.
• Some of the respondents were very late in returning the questionnaires owing to their
pre- assigned appointments and tasks.
• Time limitation is the limitating factor for the study.

1.9 CHAPTER SCHEME
The first chapter deals with the introduction, objectives of the study, scope of the
study, methodology, limitation of the study and chapter scheme that explains in detail
about the study.
The second chapter deals with the history, profile of the ZUARI HOLDING LTD,
production process description and organization chart etc. In this chapter details
regarding the organization are explained.
The third chapter deals with purpose of micro and macro analysis of employee
engagement that took place inside and outside the organization.
The fourth chapter makes an attempt to analyses the opinion of employees extent
towards employee engagement with the help of simple percentage and by using chi-
square test.
The fifth chapter portrays the finding and offer suggestion for the betterment of the
management in providing system for the employees satisfaction to work in the
organization.
CHAPTER-II
ORGANIZATIONAL PROFILE
Zuari is a single-window agricultural solution provider. We partner with Indian

farmers for progress and prosperity. Zuari enables agricultural self-sufficiency and economic
independence by providing fertilisers that are both affordable and effective. We are
committed to effective utilization of resources and innovative initiatives for the well-being of
the farming community.
Zuari’s operations are spread across five key marketing areas. The company has a
manufacturing facility at Goa, with four plants, dedicated to manufacturing urea, DAP and
NPK based fertilizers. Our wide variety and reach has enabled us to diversify into additional
sectors like furniture, oil tanking, seeds, and investments, apart from agricultural inputs.
The success of Zuari is credited to our dynamic team that helms the company. The
eminent board of directors supported by a team of executives and staff ensure that the Zuari
family constantly grows towards our vision of prosperity for the Indian farmer
2.1 HISTORY OF THE ORGANIZATION
Zuari Agro Chemicals Limited was setup in 1967 to produce 220,000 tonnes of
Ammonia &340,000 tonnes of Urea in technical & financial collaboration between the House
of Birla & US steel corporation. The product range was then expanded to include other
compound nitrogenous & phosphatic fertilisers as well.
Zuari Agro Chemicals Limited was later renamed Zuari Industries Limited. Zuari’
fertiliser plant at Goa has completed 36 years of operations. Over the years, it has maintained
high standards for productivity, safety & environmental protection and has won awards for
the same.
It is spread over 550 hectares & comprises a single stream ammonia plant with an
installed capacity of 660 mt per day, a Urea plant of 1140 mt per day and two complex
(NPK) plants of 1100 mt per day which manufactures various grades of Phosphatic fertilizers.
There are also off site facilities for the generation of steam and captive power. It has
become the nation’ first zero effluent fertiliser plant.
2.1.1 Senior Management
The late Chairman, Dr. Krishna Kumar Birla belonged to one of the most illustrious
families that have contributed towards the growth of modern India. With visionary zeal, Dr.
Birla created a diversified Group of companies and built it into one of the most respected
business conglomerates in India. The Group covers a wide canvas with interest in fertilisers,
media, textiles, sugar, shipping, engineering, engineering services, financial services,
furniture, information technology, chemicals and the infrastructure sectors.
Dr. Birla was a Hindi Prabhakar (Honours in Hindi) and D.Litt (Honoris Causa) and
had published a significant collection of his works. Writing was a passion that Dr. Birla
pursued till the end.
Dr. Birla was a Member of Parliament for eighteen years (1984-2002). Having been
thrice nominated to the Rajya Sabha, he left his mark as an eminent Parliamentarian.
Dr. Birla was the founder of the KK Birla Foundation. The Foundation has done
commendable work in the field of literature, scientific research, Indian philosophy, art,
culture and sports. Dr. Birla was a philanthropist and donated generously towards relief and
rehabilitation of afflicted communities. As the Chairman of Birla Education Trust, a position
he held till 2006, Dr. Birla contributed enormously towards the cause of education in India.
Dr. Birla was the Chancellor of Birla Institute of Technology and Science-Pilani
(BITS) which owing to his far-sightedness has now expanded to three other campuses at
Dubai, Goa and Hyderabad.
Dr. Birla served as the head on the management boards of a number of business
chambers and trade bodies. He was a patron and a past President of the Federation of Indian
Chambers of Commerce and Industry (FICCI). During his lifetime, Dr. Birla held many
important positions in a number of education institutions and sports federations. A keen
bridge afficionado, Dr. Birla was the president of the Bridge Federation of India and also the
Lawn Tennis Association.
2.1.2 Plants of Zuari Agro Chemicals
Established in 1973, the Zuari fertiliser plant is a hallmark in the development of

large-scale industry in Goa. At the time of initiation, the plant was the largest industrial
undertaking in Goa, acting as an impetus for rapid economic growth in the surrounding areas.
The plant was started as a financial and technical collaboration between the house of Birlas,
US Steel Corporation (USX), International Finance Corporation, and the Bank of America.
The design, engineering, and construction of the plant were carried out by Toyo Engineering
Japan. The plant has an annual installed capacity of 1100000 metric tonnes of fertilisers. The
entire manufacturing facility comprises of four separate plants, namely the Ammonia, Urea,
NPK A and NPK B. Zuari’s complex fertiliser plants use the latest in pipe reactor technology
and are based on the slurry granulation process. The plants have played a key role over the
last thirty-five years in meeting the fertiliser demand across four states.
2.1.3 Awards / recognition

SL.N YEAR NAME OF THE AWARD FOR
O INSTITUTIONS
1 1997-98 The Fertiliser “FAI Award for B e s t Production
Association o f Performance for Nitrogenous Fertilisers”
India
2 1997-98 National “Award for B e s t Production
Productivity Performance in Fertilizer Industry”
Council, India
3 1995-96 The Fertiliser “FAI Award f o r Best Production
Association o f Performance for Nitrogenous Fertiliser Plants”
India
4 1995-96 National “Award for B e s t Production
Council, India
5 1992-93 The F e r t i l i s e r “FAI Award for B e s t Production
India
6 1992-93 National “Award for SecondBest Production
Council, India
7 1991-92 The Fertiliser “FAI Award for SecondBest Overall
Association of India Performance for Ammonia”
8 1991-92 National “Award for SecondBest Production

Council, India

India
10 1989-90 The Fertilizer “FAI Award for Second Best Overall

Association of India Performance for Ammonia”
11 1988-89 The Fertilizer “FAI Award for Best Production
Association o f Performance for Nitrogenous Fertilizers”
India

Association o f Performance for Nitrogenous Fertilizers”
India
13 1986-87 The Fertilizer

Association of “FAI Award for Best Production
India Performance for Nitrogenous Fertilizers”
Environment, Health and Safety
14 1994-95 The Fertilizer Jamnalal Bajaj Vyavahar Puraskar for
Association o f Fair TradePractices in the Large Manufacturer’s
India category
15 1991-92 The F e r t i l i z e r First Prize – “National Energy Conservation
Association o f Award fromMinistry of Power”
India
16 1981-97 The F e r t i l i z e r “Award for Merit from National Safety
Association o f Council(USA)
India
2.2 MANAGEMENT OF THE ORGANIZATION

2.2.1 Board of directors
1. Mr. S.K. Poddar – Chairman

2. Mr.H.S. Bawa- Vice Chairman
3. Mr.N. Suresh Krishnan– Managing Director
4. Mr. Akshay Poddar- Executive Director
5. Mr. Arun Duggal
6. Mr.D.B. Engineer
7. Mr. J.N. Godbole
8. Mrs. Jyotsna Poddar
9. Mr. Marco P.A. Wadia
10. Air Chief Marshal (Retd) S. P. Tyagi
2.3 ORGANIZATION STRUCTURE

2.4 PRODUCT PROFILE
The products of Zuari Agro Chemicals Limited are manufactured keeping in mind the
varied needs of the Indian farmer. The company produces high quality complex fertilisers and
urea for crop use. All products are marketed under our brand - Jai Kisaan, which has gone on
to become a household name amongst the farming community.
Zuari has a service oriented marketing strategy that utilises a sales force consisting of
trained agricultural graduates. A strong network of 2000 dealers backs this sales force. Our
dealers are considered to be agents of change; significant effort is devoted in recruiting them.
We market agricultural inputs such as micronutrients, speciality fertilisers, compost,

seeds and fertilisers. Through our dealers, we seek to establish a ‘single window’ concept
where Zuari dealers serve as a one-stop shop for all agricultural inputs.
• Organic Manure
• Micronutrients
• Speciality Fertilizers
• Fertilizers
2.4.1.Organic Manure:
 JK Compost:
JK Compost is a part of Zuari's range of organic compost fertilisers. Its chemical

constituents include C-16%, N- 0.5%, P2O5 -O.5% K2O - 1%. This fertiliser improves root
and vegetative growth in crops and can be used either in acidic and alkaline soil conditions.
JK Compost is available in 50kg bags at your local Zuari shop.
2.4.2.Micro nutrients
 Adbor:
Adbor is foliar grade of Boron fertilizer containing 20% Boron (Di Sodium Octa
Borate Tetra Hydrate) available in powder form suitable for both foliar and fertigation. It is
readily soluble in water and is compatible with a wide range of insecticides, fungicides and
herbicides. Boron deficiency is a proven yield limiting factor and it plays very important role
in fertilization. We derive 80% of our crop yields either from seeds or fruits of plants. Boron
deficiency directly affects on seed and fruit setting of the plants.
 Gandhak 90
Bentonite Sulphur fertiliser contains 90% of elemental Sulphur, helps in chlorophyll

formation, protein synthesis and in better utilization of other NPK fertilisers by the crop.
Gandhak helps in bringing down soil PH. Improves overall product quality and oil content in
oil seeds.
 Granubor Natur
This granulated boron fertiliser contains 15% Boron and is technically suitable for soil
application with fertiliser. Granubor Natur aids crop growth in a number of ways. It helps in
developing root and shoot growing points and improves stigmatic receptivity. It also helps in
cell division and extension and cell wall formation. Granubor aids in pollen germination and
growth of the pollen tube. It also assists in fruit setting, carbohydrate metabolism, and protein
synthesis. The transportation of sugar and sugar alcohols through the phloem is aided by this
fertiliser. Granubor Natur helps in nitrogen fixation in the root module andincreases the effect
of Calcium in the plant.
 Zinc 21
Zinc Sulphate is an important fertiliser that is used to cure a number of crop
deficiency syndromes including Intervenial Chlorosis, Rosetted leaves, reduction in
internodal length, white buds in maize and drying of leaf tips. Ideal for soil and foliar
application, this fertiliser is available as a white crystalline powder. In order to be effective
20kg of Zinc Sulphate should be applied per acre during soil application, while 0.05%
(5gm/ltr) +0.25% lime should be applied during foliar application.
2.4.3. Speciality Fertilizer
 Atom 61
Atom 61 is technically known as mono ammonium phosphate and is a completely

water-soluble fertiliser. The phosphorous content in this fertiliser is 61%. The NPK ratio of
this fertiliser is 12:61:00. The high phosphorous content in Atom 61 ensures that the
immunity of the crops it is used for will be bolstered. This fertiliser can be mixed with other
fertilisers except those that are part of the Calcium group. Since the Nitrogen is in an
ammonical form, it offers more control over the amount of nitrogen that is available to crops
when administered. Atom 61 helps in flower setting and panicle emergence. The ideal dosage
of this fertiliser is 6gm / litre of water, sprayed two or three times at ten to fifteen day
intervals.
 Calnit 19 (Ca-18.8 % N-15.5 %)
Technically known as Calcium Nitrate fertiliser, Calnit 19 has 15.5% nitrogen with an
additional 18.8% of calcium. This fertiliser is formulated to improve root and vegetative
growth and helps in developing plant resistance to diseases and moisture stress. Calnit 19 is a
versatile fertiliser and performs in acidic and alkaline soil conditions. The calcium present in
the fertiliser is completely water-soluble; while nitrogen, present in nitrate form is easily
available. Both calcium and nitrogen are synergistic, working together to improve yield and
quality of vegetables, fruits, and flowers. The fertiliser also improves the shelf-life of
products.
The ideal dosage of Calnit 19 is 5gm / litre of water, foliar sprayed three to four times
a day at an interval of fifteen days after the fruit setting stage. This fertiliser needs to be used
for fertigation alone and cannot be mixed with fertilisers that contain phosphate and
sulphates.
 Poorna 19
Poorna 19 is a completely water soluble fertiliser that assists in vegetative growth of

crops. This fertiliser contains nitrogen, present in ammoniacal, amide and nitrate forms, this
further supplemented with Zinc, Iron, Copper and Manganese. Poorna 19 is free from sodium
and chloride. The solubility and acidity of the fertiliser helps ensure that spray nozzles are not
clogged.
Poorna 19 is not compatible with organophosphorus chemicals but can be used with
other fertilisers and common plant protection chemicals. The fertiliser should be administered
during the vegetative, flowering and fruit development stages. The ideal dosage of this
fertiliser is two to four sprays at fifteen-day intervals. 180 to 200 litre of spray should be
sprayed per acre, during the cool hours of the day. The mixture should be made of 5 gm for
every litre of water. Poorna 19 is ideal for food grains, vegetables, fruit crops, and plantation
crops.
 Sulpho 50 (17.5% S)
Technically known as Sulphate of Potash, Sulpho is a speciality fertiliser that contains

potash, enriched with sulphur. The sulphur helps improve produce quality and imparts
flavour. It also helps in increasing the crop's resistance to insect and disease attack and
moisture stress. Sulpho 50 helps in improving sugar content in fruits, size, quality etc. This
fertiliser helps in hastening maturity and is chlorine free. The ideal dosage of this fertiliser is
7 - 10 gm / litre of water, sprayed two to three times at an interval of eight days.
2.4.4. Fertilizers
 Jai Kisaan Samarth
Samarth has a nutrient content that is amongst the highest in the NPK range of
fertilisers. This high nutrient content provides economy in transportation for the fertiliser. At
a ratio of 10:26:26, the fertilizer is low in N but high in P and K, making it ideal for basal
application, while minimizing wastage of nutrients in the process. The low Nitrogen in
Samarth is ammoniacal in form and helps in controlling the excessive vegetative growth of
crops. Phosphorus in Samarth is completely water soluble. Samarth is available in 50kg bags.
 Jai Kisaan Sampurna
Jai Kisaan Sampurna is our star performer. Available in 50kg bags, this fertiliser
contains the maximum number of nutrients in comparison to all other NPK grade fertilisers.
This is a highly concentrated, completely water-soluble fertiliser with an NPK ratio of 1:1:1.
The fertiliser is enriched with traces of micronutrients to boost its effectiveness. Farmers have
used this fertiliser with great success on cash and food crops to provide balanced plant
nutrition. This granulated complex fertiliser is ideal for basal dressing. Being granular in
form the fertiliser can be applied uniformly. Enriched with nitrogen in Ammoniacal & Amide
forms this fertiliser ensures that leaching loss under waterlogged conditions is minimal while
remaining completely soluble.
 Jai Kisaan SOP
Jai Kisaan’s Sulphate of Potash (SOP) fertiliser is an imported product that provides
Potash and Sulphur plant nutrients. The fertiliser is completely water-soluble and can be
easily administered to plants through soil or through foliar spray. SOP helps in enhancing the
quality and taste of the crops being grown. It is best suited for grapes, tobacco, onion, and
potato. SOP fertiliser is available in 50kg bags.
 Jai Kisaan Urea (46%N)

Zuari’s brand of urea – Jai Kisaan Urea, is one of the most recognised brands of urea
amongst Indian farmers. Available in 50kg bags, our urea is ideal for foliar spraying, due to
its low biuret content. Foliar spraying is beneficial for plants especially in saline soils as it
avoids a further increase in salt concentration. In waterlogged areas, it prevents the leaching
loss of Nitrogen. Foliar spraying is also beneficial in dry conditions where there is little soil
moisture, as plants are able to assimilate urea through the leaves. Just 2 to 4kg of urea can be
dissolved in 100 litres of water can be effectively used for foliar spray.
Urea can either be provided to the crops at time of planting or be top-dressed. Direct
contact with the seed is required to ensure urea has an optimal effect. Enriched with
ammoniacal nitrogen this fertiliser ensures crops rapidly recover from nitrogen deficiency. As
urea is a concentrated fertilizer, the split application of urea is ideal.
2.5 FUTURE PLANS OF THE ORGANIZATION
 To improve the needs of the Indian farmer, Zuari seeks people who can closely work
with farmers, interacting with them and understanding how the company may serve
them best.
 To ensure that both farmers and employees work in sync towards achieving one
common goal – that of elevating the Indian farming scenario as a whole.
 A company’s workforce is its most valuable asset. This belief has led us to constantly
undertake programs that train existing talent and entice new talent to join the Zuari
family.
2.6 DESCRIPTION OF VARIOUS FUNCTIONAL AREAS
The ammonia plant is based upon the ‘ICI Steam Reforming Process’, using naphtha
as feedstock. The single stream Urea Plant incorporates the well known Mitsui Toatsu ‘total
recycle process’ developed by the Mitsui Toatsu Corporation, Japan, while the
complex fertilizer plants (NPK Plants - A & B), are based on the slurry granulation
process and incorporate the latest pipe reactor technology. The plant has maintained an
exemplary track record of high c a p a c i t y u t i l i z a t i o n , o p e r a t i o n a l e f f i c i e n c y a n d
e n e r g y c o n s e r v a t i o n a n d h a s w o n t o p per for mance awards from the
Fertilizer Association of India (FAI) as well as the National Productivity Council.
2.6.1 MARKETING
Zuari’s ‘Jai Kisaan’ range of fertilizers are marketed in the five states of
Maharashtra, Karnataka, Andhra Pradesh, Goa and Tamil Nadu through a
network of 2500 authorised dealers. Eleven regional offices at strategic locations viz.
Pune, Kolhapur and Aurangabad in Maharashtra, Bangalore, Hubli and Bellary in Karnataka;
Hyderabad Vijayawada & Kurnool in Andhra Pradesh, Coimbatore in Tamil Nadu and
Zuari nagar in Goa control and monitor marketing activities. The marketing network is
manned by trained agricultural graduates who provide service support to the dealers and
farmers.
The ‘Jai Kisaan’ product range includes popular brands like ‘Jai Kisaan’
urea, ‘Sampurna’(19:19:19), ‘Samarth’ (10:26:26), ‘Sampatti’ (20:20:0) and ‘Samrat’
(18:46:0). The range also includes traded products such as SSP (single superphosphate), MoP
and imported DAP. To facilitate the availability of all agricultural inputs from a single source
i.e. under single w i n d o w , Z u a r i m a r k e t s a w i d e r a n g e o f o t h e r a g r i
i n p u t s l i k e b i o f e r t i l i z e r s , s e e d s , macronutrients and pesticides.
2.6.2 Human resource:

Zuari constantly seeks to improve and educate its employees, to ensure it serves the
farming community better. The company's training programme consists of training, from both
within and outside the company. Employees are assigned to training programmes based on
their performance in their annual appraisals or as indicated by the concerned Departmental
Head/Vice President.
In-house training programmes are organised for groups of employees and are
conducted by faculty consisting of senior managers, guest faculty, etc. Employees are also
nominated to participate in seminars, conferences, and training courses organised by
professional bodies and management institutes of repute.
On completion of their training course, employees fill in a programme evaluation

questionnaire to ascertain the value of the training course and determine the extent of future
participation. The questionnaire is sent to the HR&A Division after a discussion with the
immediate supervisor. The Human Resources & Administration Division maintains a training
record of each employee nominated for training course within and outside the Company.
Zuari Agro Chemicals Limited welcomes enthusiastic young talent that shares the
vision of partnering for the prosperity of the Indian farming community.
2.6.3 ENVIRONMENTAL PROTECTION AND SAFETY
The Fertilizer Plant is committed to sustainable development and towards

improving th equality of life not only of its own employees but of the community at large.
The Company has set up environmental bench marks for Indian industry and has made major
investments to completely recycle process water and all other effluents to become the first
fertilizer plant i n t h e c o u n t r y t o a c h i e v e z e r o e f f l u e n t d i s c h a r g e . T h e
Company has also effectively controlled stack emissions, achieving
levels well below statutory limits. Continuous monitoring with
sophisticated instrumentation contributes towards a pollution
f r e e environment.
Environmental protection is a main stream function and the

C o m p a n y h a s r e g i s t e r e d substantial progress in balancing industrialization with nature
protection.
One of the largest afforestation programmes ever undertaken by an industrial unit has
converted the Zuari landscape into a sizeable mini forest with over 100,000 trees and equal
shrubs. Today this extensive living environment provides a home to over 80 species of birds
and numerous wild animals. Zuari has been cited by the FAI, the Washington based World
watch Institute and the Government of Goa, for excellence in environment
protection as well as being the cleanest fertilizer company. The Company’s safety record has
been exemplary and the fertilizer plant has won numerous awards, both from the Government
of India as well as the National Safety Council, USA, for registering many millions of
accident free man-hours.
2.6.4 SOCIAL CONTRIBUTION
Public spiritedness has always been a hallmark of the Zuari way of life and it has
instituted many programmes for community uplift. A clutch of programmes such
as rural sports, farmer training, cross country educational tours, field demonstrations,
school scholarships, and introduction of high-yielding seeds and proper irrigation
methods are improving the quality of rural life. Soil testing laboratories at Bangalore in
Karnataka, Tirupati in AndhraPradesh and Pune in Maharastra help the farmer with
sophisticated testing of soil nutrients.Zuari’s soil certification is accepted in sophisticated
European markets.
CHAPTER-3
MICRO AND MACRO ANALYSIS

Purpose of Micro and Macro analysis
2.5 COMPETITIVE STRENGTH OF THE COMPANY

SWOT ANALYSIS
STRENGTH:
• Major areas of the State are blessed with natural resources like ample rainfall, suitable soil,
topography surface and ground water resources and good climate for production of variety of
crops, both agricultural and horticultural.
• Responsive soils to different inputs and management practices.
• High cropping intensity, particularly in old and new Alluvium sub regions where the soil is
fairly fertile.
• Huge availability of untapped ground an surface water for irrigation in the Terai sub region.
• More than 60 per cent area in old and new Alluvium sub regions is benefitted from major
and minor irrigation projects.
• Huge possibilities of growing rain fed crops like legumes, kharif maize, short
duration mustard (terai), pulses like black gram, moong, lentil, etc, particularly, in the Terai
and old Alluvium sub regions.
WEAKNESS:
• Small and fragmented land holdings. Around 88 percent of the total land holdings belong to
marginal and small farmers.
• Average holding size is 0.82 ha. Thus it becomes difficult to introduce advanced
technology in farmers’ fields.
• Mono cropping and growing paddy as subsistence farming.
• Financial weakness of farmers.
• Lack of scientific attitudes and laggardness of farmers.
• Inherent soil and climatic problems in general, in the Terai areas in particular.
• Fast deteriorating soil health and productivity due to excess application of chemical
fertilizers and low application of organic inputs.
• Inadequacies and untimely credit flow from financial institutions.
• Inadequate market infrastructure and predominance of intermediaries.
• Poor post harvest management and value addition
• Improper drainage system in low-lying pockets resulting in prolonged water logging
affecting crop productivity
• Inadequate irrigation facilities, agricultural extension services and input delivery system.
• Unavailability of quality Seeds in remote parts of the state.
OPPORTUNITIES:
• Scope for increasing cropping intensity with water harvesting measures and crop
diversification.
• Organic matter rich fertile old and new alluvium soil offer good prospect for
increasing productivity and cultivation of all types of crops.
• Soil amelioration measures through adoption of organic farming, vermin composting offer a
good scope for shaping of agricultural scenario of the State.
• Scope for increasing pulses and oilseeds production with sub soil moisture under
maximum tillage and increasing jute seed production in the western part of the
State.
• Scope for engagement of progressive farmers into contract farming and establishment of
agro-based industries.
• Wide production base with availability of raw material during a major part of the
year offering good scope for multi product based fruit and vegetable
processing units.
THREATS:
• Indiscriminate use of chemical fertilizers and Plant protection chemicals.

• Lack of interest among young farmers in the agricultural and allied activities due to
increasing avenues in other occupations.
• Reluctance of poor income group farmers to adopt modern agricultural technologies.
• Diversion of agricultural land to other economic activities.
• Decreasing trend of agricultural labour force due to migration.
• Degraded environment and ecosystem, erratic behaviour of monsoon and deterioration of
quality of surface water & depletion of ground water.
• Increasing salinity in soil in the coastal areas.
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
4.1 Percentage analysis

The number or respondents of each category is summarized to percentage
Percentage = Number or respondents
× 100
Total number or respondents
Table No: 4.1.1 Table showing the Age of the respondents
Particulars No. of Respondents Percentage
21-30 37 37
31-40 39 39
41 -50 20 20
Above 50 4 4
Total 100 100
From the above table it can be inferred that out of 100 respondents, 37% of the
respondents are in the age group of 21-30 years, 39% of the respondents are in the age group
of 31-40, 20% of the respondents are in the age group of 41-50, 4% of the respondents are in
the age group of above 50 in the organization.
Chart No: 4.1.1 Chart showing the Age of Respondents

Gender of Employees
70
60
50
40
Perc entage
30
20
10
0
Male Female
Gender
Table No: 4.1.2 Table showing the Gender of the respondents

Male 62 62
Female 38 38
Total 100 100
From the above table inferred that out of 100 respondents 62% are male and 38% are
female in the organization.
Chart No: 4.1.2 Chart showing the Gender of the respondents
Gender of Employees
70
60
50
40
Perc entage
30
20
10
0
Male Female
Gender
Table No: 4.1.3 Table showing the Year of Experience

0-5 Years 29 29
6 to 10 Years 28 28
11 to 15 Years 29 29
More than 15 14 14
Years
Total 100 100
respondents are having 0-5 years of experience, 28% of the respondents are having 6-10
years of experience, 28% of the respondents are having 11-15 years of experience,14% of the
respondents are having more than 15 years of experience.
Chart No: 4.1.3 Chart showing the Year of Experience
Year of Experience
35
30
25
20
Percentage
15
10
0
0-5 Years 6 to 10 Years 11 to 15 Years More than 15 Years
year of experience
Table No: 4.1.4 Table showing the Monthly income

Less than 10000 33 33
10001-20000 50 50
20001-30000 10 10
Above 30000 1 1
Total 100 100
respondents are earning monthly income of less than 10000 and 50% of the respondents are
earning monthly income of 10001- 20000% and 10% of the respondents are earning monthly
income of 20001- 30000 and 1% of the respondents are monthly income of Above 30000 in
the organization.
Chart No: 4.1.4 Chart showing the Monthly Income
Monthly Income
60
50
40
30
Percentage
20
10
0
Less than 10000 10001-20000 20001-30000 Above 30000
Monthly Income
Table No:4.1.5 Table showing the Job Status

Permanent 52 52
Temporary 46 46
Contract 2 2
Total 100 100
respondents are in Job status of Permanent, 46% of the respondents are in Job status of
Temporary, 2% of the respondents are in Job status of Contract in the organization.
Chart No: 4.1.5 Chart showing the Job Status
Job Status
60
50
40
Percentage
30
20
10
0
Permanent Temporary/ Regular Contract
Job Status
Table No: 4.1.6 Table showing the Sharing of information inside the
company easily

Strongly Agree 2 2
Agree 87 87
Neutral 10 10
Disagree 1 1
Strongly Disagree 0 0
Total 100 100
From the above table it can be inferred that out of 100 respondents,89% of the
respondents Agree for sharing information in the company easily,10% of the respondents are
Neutral, 1% of the respondents Disagree for the sharing information inside the company
easily.
Chart No: 4.1.6 Chart showing the Sharing of information inside the
company easily
Sharing of information
100
90
80
70
60
Percentage
50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
Sharing of information
Table No: 4.1.7 Table showing the Information is easily accessible to
everyone

Strongly Agree 11 11
Agree 78 78
Neutral 10 10
Disagree 1 1
Total 100 100
respondents Agree for Information accessibility, 10% of the respondents Neutral and 1% of
the respondents Disagree for the information accessibility.
Chart No: 4.1.7 Chart showing the Information is easily accessible to

everyone
Information is easily accessible to everyone
90
80
70
60
50
Percentage
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
Information is easily accessible to everyone
Table No: 4.1.8 Table showing the Rewards based on the Skills rather than
the seniority

Agree 39 39
Neutral 2 2
Disagree 0 0
Total 100 100
From the above table it can be inferred that out of 100 respondents 98% of the
respondents Agree for Reward based on the skills rather than the seniority,39% of the
respondents Agree, 2% of the respondents remains Neutral, No respondents for Disagree and
Strongly Disagree for the Reward based on the skills rather than the seniority.
Chart No: 4.1.8 Chart showing the Rewards based on the Skills rather than
the seniority
Rewards based on the Skills rather than the seniority
70
60
50
40
Percentage
30
20
10
0
Rewards based on the Skills rather than the seniority

Table No: 4.1.9 Table showing the Role and responsibilities of each and
every individual are clearly defined

Agree 70 70
Neutral 8 8
Disagree 0 0
Total 100 100
respondents Agree for the roles and responsibilities of each and every individual are clearly
defined, 8% of the respondents remains Neutral, No respondents for Disagree And Strongly
Disagree.
Chart No: 4.1.9 Chart showing the Role and responsibilities of each and
every individual are clearly defined
Roles and responsibilties are clearly defined

80
70
60
50
percentage
40
30
20
10
0
Roles and responsibilties are clearly defined
Table No: 4.1.10 Table showing the Role and responsibilities of each and
every individual are regularly communicated

Agree 54 54
Neutral 16 16
Disagree 0 0
Total 100 100
respondents Agree for the roles and responsibilities of each and every individual are regularly
communicated, 16% of the respondents remains Neutral, No respondents for Disagree And
Strongly Disagree.
Chart No: 4.1.10 Chart showing the Role and responsibilities of each and
every individual are regularly communicated
Roles and responsibilities regularly communicated

60
50
40
Percentage
30
20
10
0
Roles and responsibilities regularly communicated
Table No: 4.1.11 Table showing the Opinion about organization flexible in
its policies to change in case of engaging employees

Agree 26 26
Neutral 17 17
Disagree 2 2
Total 100 100
respondents Agree for the Organization flexibility in case of Engaging Employee, 17% of the
respondents remains Neutral, 2% of the respondents for Disagree and No respondents for
Strongly Disagree.
Chart No: 4.1.11 Chart showing the Opinion about organization flexible in
its policies to change in case of engaging employees
Organization flexible incase of Engaging Employee

60
50
40
Percentage
30
20
10
0
Organization flexible in case of Engaging Employee
Table No: 4.12 Table showing the Opinion about organization clear
mission that give meaning to the work
Particulars No. of respondents Percentage

Agree 75 75
Neutral 12 12
Disagree 3 3
Total 100 100
respondents Agree for the roles Organization clear mission that give meaning to the work,
12% of the respondents remains Neutral, 3% of the respondents Disagree and No respondents
for Strongly Disagree.
Chart No: 4.1.12 Chart showing the Opinion about organization clear
mission that give meaning to the work
Organization Clear Mission

80
70
60
50
Percentage
40
30
20
10
0
Organization Clear Mission
Table No: 4.1.13 Table showing the Adeptly responds to the competitors

Strongly Agree 7 7
Agree 56 56
Neutral 34 34
Disagree 3 3
Total 100 100
respondents Agree for adeptly responds to the competitors, 34% of the respondents remains
Neutral, 3% of the respondents Disagree and No respondents for Strongly Disagree.
Chart No: 4.1.13 Chart showing the Adeptly responds to the competitors
Adepltly responds to Competitors

60
50
40
Percentage
30
20
10
0
Adeptly responds to Competitors
Table No: 4.1.14 Table showing the Opinion about Subordinates
Cooperative at work

Agree 63 63
Neutral 0 0
Disagree 0 0
Total 100 100
respondents Agree for the Subordinates cooperative at Work, No respondents for Neutral,
Disagree and Strongly Disagree.
Chart No: 4.1.14 Chart showing the Opinion about Subordinates

Cooperative at work
Subordinate Cooperation at Work

70
60
50
40
Percentage
30
20
10
0
subordinate Cooperation at Work
Table No: 4.1.15 Table showing the Managing own time at work
Particulars No. of respondents Percentages

Agree 40 40
Neutral 18 18
Disagree 16 16
Total 100 100
respondents are Agree for the Managing own time at work, 18% of the respondents remains
Neutral, 16% of the respondents for Disagree And No respondents for Strongly Disagree.
Chart No: 4.1.15 Chart showing the Managing own time at work
Managing own time at Work

45
40
35
30
25
Percentage
20
15
10
5
0
Managing Own time at Work
Table No: 4.1.16 Table showing the Individual Opinions and ideas are
taken up by the management

Agree 58 58
Neutral 12 12
Disagree 13 13
Total 100 100
respondents are Agree for the individual opinions and ideas taken by the organization, 12%
of the respondents remains Neutral ,13% of the respondents for Disagree and No respondents
for Strongly Disagree.
Chart No: 4.1.16 Chart showing the Individual Opinions and ideas are
taken up by the management
Opinion and idea taken by the organization

70
60
50
40
Percentage
30
20
10
0
Opinion and ideas taken by the organization
Table No: 4.1.17 Table showing the Attempts to create changes in work
usually encouraged

Agree 51 51
Neutral 20 20
Disagree 2 2
Total 100 100
respondents are Agree for the attempts to create change in work usually encouraged, 20% of
the respondents remains Neutral, 2% of the respondents for Disagree and No respondents for
Strongly Disagree.
Chart No: 4.1.17 Chart showing the Attempts to create changes in work
usually encouraged
Changes in the work Encouraged

60
50
40
Percentage
30
20
10
0
Changes in the work encouraged
Table No: 4.1.18 Table showing the Good career growth in this
organization

Agree 58 58
Neutral 13 13
Disagree 12 12
Total 100 100
respondents are Agree for the Good career growth in this organization, 13% of the
respondents remains Neutral, 12% of the respondents for Disagree And No respondents for
Strongly Disagree.
Chart No: 4.1.18 Chart showing the Good career growth in this
organization
Good Career growth in Organizaton

70
60
50
40
Percentage
30
20
10
0
Good Career growth in Organization
Table No: 4.1.19 Table showing the Satisfaction with Rewards and
Recognition

Strongly Satisfied 29 29
Satisfied 49 49
Neutral 21 21
Dissatisfied 1 1
Strongly Dissatisfied 0 0
Total 100 100
respondents are Satisfied with the Rewards and Recognition, 21% of the respondents remains
Neutral, and No respondents for Dissatisfied and Strongly Dissatisfied.
Chart No: 4.1.19 Chart showing the Satisfaction with Rewards and
Recognitio
Satisfaction with rewards and recognition

60
50
40
Percentage
30
20
10
0
Strongly Satisfied Satisfied Neutral Dissatisfied Strongly Dissatisfied
Satisfaction with rewards and recognition
Table No: 4.1.20 Table showing the Satisfaction with supervision provided
by the boss

Satisfied 70 70
Neutral 4 4
Dissatisfied 3 3
Strongly 0 0
Dissatisfied
Total 100 100
respondents are Satisfied with the Supervision provided by the boss, 4% of the respondents
remains Neutral, 3% of the respondents Dissatisfied and No respondents are Strongly
Dissatisfied with the supervision provided by the boss.
Chart No: 4.1.20 Chart showing the Satisfaction with supervision provided
by the boss
Supervision provided by the Boss

80
70
60
50
Percentage
40
30
20
10
0
Supervision Provided by the boss
Table No: 4.1.21 Table showing the Job Security

Satisfied 55 55
Neutral 6 6
Dissatisfied 10 10
Total 100 100
respondents are Satisfied with the Job security, 6% of the respondents remains Neutral, and
10% of the respondents are Dissatisfied with Job security.
Chart No: 4.1.21 Chart showing the Job Security
Job Security
60
50
40
30
Percentage
20
10
0
Job Security
Table No: 4.1.22 Table showing the Satisfaction with company as a great
place to work
Satisfied 44 44
Neutral 26 26
Dissatisfied 7 7
Total 100 100
respondents are Satisfied with organization as a great place to work, 26% of the respondents
remains Neutral, 7% of the respondents are Dissatisfied and No respondents are Strongly
Dissatisfied.
Chart No: 4.1.22 Chart showing the Satisfaction with company as a great
place to work
Organization as a great place to work

50
45
40
35
30
Percentage
25
20
15
10
5
0
Organizastion as a great place to work
Table No: 4.1.23 Table showing the Job satisfaction

Satisfied 43 43
Neutral 11 11
Dissatisfied 7 7
Total 100 100
respondents are Satisfied with Job Satisfaction, 11% of the respondents remains Neutral, 7%
of the respondents are Dissatisfied and No respondents are Strongly Dissatisfied with Job
Satisfaction.
Chart No: 4.1.23 Chart showing the Job satisfaction
Job Satisfaction
50
45
40
35
30
25
Percentage
20
15
10
5
0
Job Satisfaction
4.2 Chi- square test analysis

The chi-square test, that tests for significant difference between the observed
distribution of data among categories and the expected distribution based on the null
hypothesis.
The formula for the chi-square x2=∑ (O-E) 2
O= observed frequency
E= expected frequency
DF= degrees of freedom (r-1) (c-1)
If the calculated value is less than the table value at five percent level of significance,
the hypothesis is accepted. If the calculate value is more than the table value at the five
percent level of significance it is rejected.
4.2.1 Hypothesis 1:
H0: There is no significant relationship between Age and Job Satisfaction.
H1: There is a significant relationship between Age and Job Satisfaction.
Cross Table showing the relation between Age and Job Satisfaction
Job satisfaction
strongly
satisfied satisfied neutral Dissatisfied Total
Age 21-30 Count 12 15 9 1 37
% within
32.4% 40.5% 24.3% 2.7% 100.0%
Age
31-40 Count 13 25 1 0 39
% within
33.3% 64.1% 2.6% .0% 100.0%
Age
41-50 Count 10 10 0 0 20
% within
50.0% 50.0% .0% .0% 100.0%
Age
Above 50 Count 3 1 0 0 4
% within
75.0% 25.0% .0% .0% 100.0%
Age
Total Count 38 51 10 1 100
% within
38.0% 51.0% 10.0% 1.0% 100.0%
Age
Chi-Square Tests
Asymp. Sig. (2-
Value df sided)
Pearson Chi-Square 19.216a 9 .023
Likelihood Ratio 20.351 9 .016
Linear-by-Linear
9.115 1 .003
Association
N of Valid Cases 100
a. 10 cells (62.5%) have expected count less than 5. The minimum
expected count is .04.
From the Chi-square testing it is found that p value is less than 0.05, (0.023<0.05) so
null hypothesis is rejected and alternate hypothesis is accepted and there is a significance
relationship between Age and Job Satisfaction
4.2.2 Hypothesis 2:
H0: There is no significant relationship between Gender and Job Satisfaction.
H1: There is a significant relationship between Gender and Job Satisfaction.
Cross Table showing the relation between Gender and Job Satisfaction
Job satisfaction
strongly
Gender male Count 37 23 1 0 61
% within
60.7% 37.7% 1.6% .0% 100.0%
Gender
female Count 0 28 9 1 38
% within
.0% 73.7% 23.7% 2.6% 100.0%
Gender
4 Count 1 0 0 0 1
% within
100.0% .0% .0% .0% 100.0%
Gender
Total Count 38 51 10 1 100
% within
38.0% 51.0% 10.0% 1.0% 100.0%
Gender
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Linear-by-Linear
25.239 1 .000
Association
a. 7 cells (58.3%) have expected count less than 5. The
minimum expected count is .01.
relationship between Gender and Job Satisfaction.
4.2.3 Hypothesis 3:
H0: There is no significant relationship between Year of experience and Job

Satisfaction.
H1: There is a significant relationship between Year of experience and Job

Satisfaction.
Cross Table showing the relation between year of experience and Job Satisfaction
Job satisfaction
strongly
satisfied satisfied neutral dissatisfied Total
Experience 0-5 Count 4 15 9 1 29
% within
10.5% 29.4% 90.0% 100.0% 29.0%
jobsatisfaction
6-10 Count 7 19 1 0 27
% within
18.4% 37.3% 10.0% .0% 27.0%
jobsatisfaction
11-15 Count 19 12 0 0 31
% within
50.0% 23.5% .0% .0% 31.0%
jobsatisfaction
% within
21.1% 9.8% .0% .0% 13.0%
jobsatisfaction
Total Count 38 51 10 1 100
% within
100.0% 100.0% 100.0% 100.0% 100.0%
jobsatisfaction
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Linear-by-Linear
25.326 1 .000
Association
relationship between Year of experience and Job Satisfaction.
4.2.4 Hypothesis 4:
H0: There is no significant relationship between Monthly Income and Job

Satisfaction.
H1: There is a significant relationship between Monthly Income and Job Satisfaction.
Cross Table showing the relation between Monthly Income and Job Satisfaction
Job satisfaction
strongly
satisfied satisfied Neutral dissatisfied Total
Income Less than 10000 Count 9 20 9 1 39
% within
23.1% 51.3% 23.1% 2.6% 100.0%
Income
10001-20000 Count 23 26 1 0 50
% within
46.0% 52.0% 2.0% .0% 100.0%
Income
20001-30000 Count 5 5 0 0 10
% within
50.0% 50.0% .0% .0% 100.0%
Income
Above 30000 Count 1 0 0 0 1
% within
100.0% .0% .0% .0% 100.0%
Income
Total Count 38 51 10 1 100
% within
38.0% 51.0% 10.0% 1.0% 100.0%
Income
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Linear-by-Linear
12.286 1 .000
Association
relationship between Monthly Income and Job Satisfaction.
4.2.5 Hypothesis 5:
H0: There is no significant relationship between Job Status and Job Satisfaction.
H1: There is a significant relationship between Job Status and Job Satisfaction.
Cross Table showing the relation between Job Status and Job Satisfaction
Job satisfaction
strongly
Job Permanent Count 22 27 1 0 50
% within
44.0% 54.0% 2.0% .0% 100.0%
Job
Temporary Count 15 23 9 1 48
% within
31.2% 47.9% 18.8% 2.1% 100.0%
Job
Contract Count 1 1 0 0 2
% within
50.0% 50.0% .0% .0% 100.0%
Job
Total Count 38 51 10 1 100
% within
38.0% 51.0% 10.0% 1.0% 100.0%
Job
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Linear-by-Linear
4.273 1 .039
Association
From the Chi-square testing it is found that p value is less than 0.05, (0.149 > 0.05) so
null hypothesis is accepted and alternate hypothesis is rejected and there is no significance
relationship between Job Status and Job Satisfaction.
4.2.6 Table showing relationship between Demographic Variables and Job
Satisfaction:
Independent Dependent P value Accepted/rejected(H0)
Age 0.023 Rejected
Gender 0.000 Rejected
Year of experience Job Satisfaction 0.000 Rejected
Monthly Income 0.040 Rejected
Job Status 0.149 Accepted
From the above table it is found that there is a Significance level met in the Age,
Gender, Year of experience and Monthly income of Independent Variables and rest of
Independent Variables have not met the significance level with job satisfaction.
4.2.7 Hypothesis 6:
Ho: There is no significant relationship between Gender and Job Security.
H1: There is significant relationship between Gender and Job Security.
Cross Table showing the relation between Gender and Job Security
Job security
strongly
satisfied satisfied neutral Total
Gender Male Count 22 39 0 61
% within
36.1% 63.9% .0% 100.0%
Gender
female Count 5 27 6 38
% within
13.2% 71.1% 15.8% 100.0%
Gender
4 Count 1 0 0 1
% within
100.0% .0% .0% 100.0%
Gender
Total Count 28 66 6 100
% within
28.0% 66.0% 6.0% 100.0%
Gender
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Linear-by-Linear
5.542 1 .019
Association
From the Chi-square testing it is found that p value is less than 0.05, (0.002 <0.05) so
relationship between Gender and Job Security.
4.2.8 Hypothesis 7:
Ho: There is no significant relationship between Year of experience and

Satisfaction of rewards and recognition.
H 1: There is significant relationship between Year of experience and Satisfaction of

rewards and recognition.
Cross Table showing the relation between year of experience and Satisfaction of rewards and
recognition
Rewards
strongly
satisfied satisfied neutral dissatisfied Total
% within
6.9% 27.6% 58.6% 6.9% 100.0%
Experience
6-10 Count 7 17 3 0 27
% within
25.9% 63.0% 11.1% .0% 100.0%
Experience
11-15 Count 12 19 0 0 31
% within
38.7% 61.3% .0% .0% 100.0%
Experience
% within
38.5% 61.5% .0% .0% 100.0%
Experience
Total Count 26 52 20 2 100
% within
26.0% 52.0% 20.0% 2.0% 100.0%
Experience
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Linear-by-Linear
28.806 1 .000
Association
relationship between Year of Experience and Satisfaction of rewards and recognition.
4.2.9 Hypothesis 8:
Ho: There is no significant relationship between Year of experience and Opinion

and ideas taken by the management.
H 1: There is significant relationship between Year of experience and Opinion and

ideas taken by the management.
Cross Table showing the relation between year of experience and Opinion and ideas taken
by the management.
opinion
strongly agree agree neutral disagree Total
% within
11.8% 18.6% 58.3% 75.0% 29.0%
opinion
6-10 Count 2 19 4 2 27
% within
11.8% 32.2% 33.3% 16.7% 27.0%
opinion
11-15 Count 9 21 0 1 31
% within
52.9% 35.6% .0% 8.3% 31.0%
opinion
% within
23.5% 13.6% 8.3% .0% 13.0%
opinion
Total Count 17 59 12 12 100
% within
100.0% 100.0% 100.0% 100.0% 100.0%
opinion
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Linear-by-Linear
22.111 1 .000
Association
minimum expected count is 1.56.
relationship between Year of Experience and Opinion and ideas taken by the management.
CHAPTER-5
RESULTS AND DISCUSSION
5.1Findings
 Most of the respondents are in the Age group (39%).
 Majority of the respondents are Male (62%).
 Majority of the respondents are earning Monthly income between 10001-20000
(50%).
 Majority of the respondents are Permanent in the Job status (52%).
 Majority of the respondents Agree that information are shared easily inside the
organization (89%).
 Majority of the respondents Agree that Information is easily accessible to everyone
(89%).
 Majority of the respondents Agree that Rewards are given based on skills rather than
seniority (98%).
 Majority of the respondents Agree that Role & Responsibilities of each individual are
clearly defined (92%).
 Majority of the respondents Agree that Role & Responsibilities of every individual
are regularly communicated (84%).
 Majority of the respondents Agree that opinion about organization flexibility in its
policies to change in case of engaging employees (81%).
 Majority of the respondents Agree that Organization has clear mission that give
meaning to the work (85%).
 Majority of the respondents Agree that Organization adeptly responds to the
competitor(63%).
 Majority of the respondents Agree that Sub-ordinates are cooperative at work (100%).
 Majority of the respondents Agree that they manage their own time at work (66%).
 Majority of the respondents Agree that Individual opinion and ideas are taken up by
the management (75%).
 Majority of the respondents agree that Attempts to create changes in work usually
encouraged (76%).
 Majority of the respondents Agree that they have good career growth in this
organization (75%).
 Majority of the respondents are Satisfied with Rewards & Recognition provided in the
organization (78%).
 Majority of the respondents are Satisfied with Supervision provided by the boss
(93%).
 Majority of the respondents are Satisfied with Job Security (84%).
 Majority of the respondents are Satisfied with Company as a great place to work
(67%).
 Majority of the respondents are Satisfied with Job Satisfaction (82%).
 From the Chi-square testing it is found that p value is less than 0.05, (0.023<0.05) so
null hypothesis is rejected and alternate hypothesis is accepted and there is a
significance relationship between Age and Job Satisfaction
significance relationship between Gender and Job Satisfaction.
significance relationship between Year of experience and Job Satisfaction.
significance relationship between Monthly Income and Job Satisfaction.
 From the Chi-square testing it is found that p value is less than 0.05, (0.149 > 0.05) so
null hypothesis is accepted and alternate hypothesis is rejected and there is no
significance relationship between Job Status and Job Satisfaction.
 From the above table it is found that there is a Significance level met in the Age,
Gender, Year of experience and Monthly income of Independent Variables and rest of
Independent Variables have not met the significance level with job satisfaction.
 From the Chi-square testing it is found that p value is less than 0.05, (0.002 <0.05) so
significance relationship between Gender and Job Security.
significance relationship between Year of Experience and Satisfaction of rewards and
recognition.
significance relationship between Year of Experience and Opinion and ideas taken by
the management.
5.2 Suggestions
 Training for soft skills should be provided to all the managers.

 Some cost effective recreational activities should be started.
 Families of the employees should be considered a part of the company.
 Higher education should be promoted.
 Workforce Scheduling should be done with due care.
 Every work whether small or big should be given to the employees in a way that it
appears to be challenging.
 Once in a month there should be an informal discussion should be conducted between
HR professional and other employees.
 Once a month (may be Saturdays) organize a small gathering just to appreciate
and praise the performers.
 Low performers have to be identified.
 Perception of the employers has to be more close to reality.
 Feedback at every step.
 Involve and train Function and Area Leaders in the engagement action
planning process.
 Acknowledge impact of workload and provide tools and resources where they are
most needed.
 Incorporate Engagement as a business metric for managing the human capita
5.3 Recommendations
 More care and concern for the employees.

 Extracurricular activities should be started which should involve employees family
also
 Clarity while assigning roles.
 Compensation should be reviewed according to the present inflation rates.
 Incentives should be rationalized and more consideration for experience should be
avoided.
 Higher studies should be encouraged.
 Timing of release needs to be rationalized.
 Employees’ needs should be given more importance..
 Job rotation opportunities should be provided within the department.
 More structured training and workshops for the employee.
5.4 Conclusion
The conclusion that can be drawn from the study conducted is as follows:
 The role of senior management is really important in employee

engagement programs as they have to act as the sponsor of the scheme and ensure
that the commitment level remains high throughout the organization towards
these schemes.
 Employees like challenging assignments rather than routine, highly structured jobs as
the element of learning and growth is missing in their work which
h a m p e r s t h e i r overall output. The response of employees of the Company
indicates that they can c e r t a i n l y i m p r o v e t h e e n g a g e m e n t l e v e l i n
their organization by adopting a more challenging and
exciting work culture. The feeling of working on a useful and
challenging assignment does help in ensuring proper engagement.
 Employees like to feel that there is someone to whom they can turn for
advice, if they need it. The workplace environment should have a culture where
people are working more as a team and the role of the supervisor is to act as
a helping hand rather than being a taskmaster.
 Employee Engagement is all about making employees ‘feel involved and

valued’. As such, if the company does not provide its employee a fair
chance to grow and their suggestions and opinions are not encouraged,
then the company is bound to lose its market share heavily.
 Although there is no significant problem that exists, there is a lot of scope

for improvement in the engagement services of Zuari Agro Chemicals Ltd
which could be highly helpful in retaining the best talent.
BIBILOGRAPHY:
 Gorman, B. & Gorman, R. (2006). Why managers are crucial to increasing

engagement. Strategic HR Review. Jan/Feb, 2006. 5 (2): 24 – 27.
 Konrad, A. (2006). Engaging employees through high-involvement work practices.

Ivey Business Journal Online. Mar/Apr, 2006. pp 1 – 6.
 Lockwood, N. (2006). Maximizing human capital: demonstrating HR value with key

performance indicators. HR Magazine. Sept, 2006. 51 (9): pp S1 – 11.
 Robinson, D. Perryman, S. & Hayday S. (2004). The drivers of employee

engagement. Institute of Employment Studies. Report 405
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CHAPTER –I

1.1 INTRODUCTION TO THE CONCEPT THE STUDY

Employee engagement is an idea whose time has come. It as a metric of business

Employee Engagement is the level of commitment and involvement an employee has

“Engagement is reflected when employees express themselves physically, cognitively

1.2.2 Benefits of Employee Engagement

• Improved overall organisational effectiveness

• A high- energy working environment

• Increased productivity and improves morale

• Boosted business growth

Some of the initiatives commonly undertaken by HR departments towards employee

 Culture: It consists of a foundation of leadership, vision, values, effective

1.2.5 Drivers of Employee Engagement

* Career advancement/improvement opportunities - "Plant supervisors and managers

* Quality of working relationships with peers, superiors, and subordinates - "...if

* Effective Internal Employee Communications - which convey a clear description of

1.3 REVIEW OF LITERATURE

According to WH Mace - Industrial and Organizational Psychology, 2008

• In a 2006 cross national study,schaufeli,bakkewr and salanova (2006) surveyed 14521

1.4 STATEMENT OF THE PROBLEM

Despite evidence of how destructive employee burnout or disengagement can

• To study the level of employee engagement.

• To identify factors influencing employee engagement

• To study the relationship, if any, between ages, gender, educational qualification,

• To analyse if employee engagement has an impact on Attrition

• To suggest the management of ZUARI AGRO CHEMICAL Ltd to improve on

• Scope of the study

• This study could be conducted to understand the employee engagement in the

• This study could be conducted on employee at different level of the employee

• To understand the employee involvement towards the work.

1.6 SCOPE OF THE STUDY

•Reduce employee turnover

• Pinpoint the factors that drive employee satisfaction / dissatisfaction

• Identify key characteristics to look for when hiring

• Capture upward feedback on managers and directors.

1.7 RESEARCH METHODOLOGY

Research methodology is the science to understand how a research is done

1.7.1 Type of the study

Descriptive sampling is the type of study in this project.

1.7.2 Sample design:

1.7.3 Sample method:

1.7.4 :Tools for data collection:

1.7.4.1 Primary data:

1.7.4.2 Secondary data:

The statistical tools used are:

ii. Chi –square test

Percentage = Number or respondents

ii. Chi –square test:

The formula for the chi-square χ2=Σ [(Oi - Ei) 2 ÷ Ei]

• Time limitation is the limitating factor for the study.

Zuari is a single-window agricultural solution provider. We partner with Indian

2.1 HISTORY OF THE ORGANIZATION

Established in 1973, the Zuari fertiliser plant is a hallmark in the development of

2.1.3 Awards / recognition

8 1991-92 National “Award for SecondBest Production

9 1991-91 The Fertiliser “FAI Award for B e s t Production

10 1989-90 The Fertilizer “FAI Award for Second Best Overall

12 1987-88 The Fertiliser “FAI Award for B e s t Production

13 1986-87 The Fertilizer

2.2 MANAGEMENT OF THE ORGANIZATION

1. Mr. S.K. Poddar – Chairman

2.3 ORGANIZATION STRUCTURE

We market agricultural inputs such as micronutrients, speciality fertilisers, compost,