INTRODUCTION

Hindustan Aeronautics Limited was formed on 1st October 1964 by the merge
of Hindustan Aircraft Limited and Aeronautics India Limited. HAL is public
sector undertaking and such an
exceptional organization which is one of such corporate giants in the world and
the only one in Asia, whose corporate capabilities span the entire range of
activities from aircraft manufacturing to after sale support in virtually all areas
of aircraft technology. These capabilities extentended also into manufacture
and assembly of components and complete systems for Indias big space
programme.
Due to its great capabilities in the field of aeronautics it makes its space
in the list of NAVRATNA companies of India in the year 2007.

HISTORY
HINDUSTAN AERONAUTICS LIMITED
The beginning of HAL can be traced to the year 1940 when a far sighted
industrialist, the Late Seth Walchand Hirachand set up a company called
Hindustan Aircraft Limited at Bangalore with the object of establishing an
Aviation Industry that can manufacture, assemble and overhaul aircraft under
license. Initially, aircraft like Curtiss hawk, Vultee bomber and Harlow trainer
were taken up for manufacture and overhaul in collaboration with inter
continental Aircraft company of the USA. With the escalation of the Second
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World War, the government of India took over the

Management of the

company in 1942 and handed it over to us Air Force for repair and overhaul of
various Aircraft. Between 1942 & 1945, a total of 1000 aircraft & 3400
Engines were overhauled. The main activity for the next few years after the
war was reconditioning &

of conversion war surplus Aircraft for the use of

IAF and civil operators. In the six decades, HAL has spread its wings to cover
various activities in the area of design,

development, manufacture and

maintenance. Today HAL has 14 production divisions / units, Seven at

Bangalore and one each at Nasik, Koraput, Kanpur, Lucknow, Korwa,
Hyderabad and Barrack pore. These divisions/units are fully backed by nine
design centers, which are co- located with production divisions. These centers
are engaged in the design & development of combat aircraft, helicopters, aero
engines, engines test beds, aircraft communication & navigation systems and
accessories of mechanical & fuel and instruments.
In 1948, with the impetus given by Prime Minister of India, Late Sri
Jawaharlal Nehru the policy for the manufacture as well as the design and
development of aircraft was revived by the Government of India. A license
agreement was entered into for manufacture of the prentice sanctioned for
design and development of HT-2 aircraft, an elementary piston trainer. The
HT-2 aircraft was successfully developed and was type certified in January
1953. The HT-25 continues
to be used by I.A.F. for the abilities pilot training to date. these programs were
followed during the series of licensed project (vampire and grant) as well as
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design and development project (marut and kiran), thus laying a base for rapid
development of our aircraft industry. A jet engine Factory was set up in
Bangalore in 1960 for manufacturing orphers engine used on Marut

and

Grant Aircraft. An Aircraft Manufacturing Depot (AMD) was established at

Kanpur in U.P. in January 1960 as an air force unit for manufacture of Hawker
Saddle 740 turbo prop transport aircraft. AMD was subsequently merged with
the Aeronautics India Limited.

AERONAUTICS INDIA LIMITED

In august 1962, government of India entered into collaboration agreement with
the soviet
Union for the manufacture of MIG-21 F1 Aircraft including its engine and
avionics. Aeronautics India Limited was formed to undertake the manufacture
of MIG-21 aircraft and factories were set up at Nasik in Maharashtra for
manufacture of the airframes, Koraput in Orissa for aero engines and at
Hyderabad in Andhra Pradesh for the avionics for the MIG Aircraft Hindustan
Aircraft Limited was merged in October 1964 to from the present.

HINDUSTAN AERONAUTICS LIMITED

In July 1970, a helicopter Division was established as a part of Bangalore
complex for the

Manufacture of aloutter (later designated as cheetah) helicopter under license

from (m/s SNI as of France) soon after Government decided to set up facilities
for the manufacture of Aircraft Systems and accessories at Lucknow Division
was laid down by Late Prime Minister Indira Gandhi on 8th January 1972 and
inaugurated by her on 17th November 1973.

OBJECTIVE OF THE COMPANY

To serve as an instrument of the national policy to achieve self reliance in
design development
and production of the aircraft and aeronautical equipment, to meet the country
growing needs.

In fulfillment of this objective the company shall regard itself

fundamentally responsible
for design and development,

relying however upon such relevant

facilities as are
available in other national institutions but always holding itself
basically responsible for
growth and furtherance of countrys aeronautical capabilities.
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Company conducts its business so economically and efficiently that it

can contributes
due share to the national efforts to achieve sell reliant and generating
economy.

Each employee is encouraged to grow in accordance with its potential

for the
furtherance of the organizational goals.

A climate of growing

professional competence,
self discipline, mutual understanding, deep commitment and a sense of
belonging will be fostered to each employee.

MISSION
To become a globally competitive aerospace industry while working as an
instrument for achieving self reliance in design, manufacture and maintenance
of aerospace defence
equipment and diversifying to related areas, managing the business on
commercial lines in a climate of growing professional competence.

VALUES
We are committed to these Values to guide us in all our activities.
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CUSTOMER SATISFACTION
We are dedicated to building a relationship with our customers where we
become partners in

fulfilling their mission. We strive to understand our

customers needs to deliver products and services that fulfill and exceed all
their requirements.

COMMITMENT TO TOTAL QUALITY

We are committed to continue improvement of all our activities. We will
supply products and services that conform to highest standards of design,
manufacture, reliability, maintainability and fitness for use as desired by our
customers.

COST AND TIME CONSCIOUSNESS

We believe that our success depends on our ability to continually reduce the
cost and shorten the delivery period of our products and services. We will
achieve this by eliminating waste in all activities and continuously improving
all processes in every area of our work.

INNOVATION AND CREATIVITY

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

and encouraging risk taking, experimentation and

learning at all levels within the company with

the view to achieving

excellence and competitiveness.

TRUST AND TEAM SPIRIT

We believe in achieving harmony in work-life through mutual trust,
transparency, co-operative and sense of belonging. We will strive for building
empowered teams to work towards achieving organizational goals.

RESPECT FOR THE INDIVIDUAL

We value our people. We will treat each other with dignity and respect and
strive for individual growth and realization of everyones full potential.

INTIGRITY
We believe in commitment to be honest, trustworthy and fair in our dealings.
We commit to be loyal and devoted to our organization. We will practice self
discipline and own responsibility for our actions. We will comply with all
requirements so as to ensure that our organization is always worthy of trust.

SWOT ANALYSIS
Strengths

1) H.A.L. is headed by an excellent and extra ordinary chairman, who is most

capable of managing the organization by getting the work load from Indian
Air Force, Navy, Army and Coast Guard for its financial growth and
management.
2) The technological knowhow are very confidential and have the best
suited for making and overhauling the Defenses Aircraft that is
incomparable with any technologies.
3) H.A.L. is a very good pay-master to its employees as it is very much
financially healthy due to its existence under Ministry of Defenses.
4) The monitoring of the Finance and the manufacturing and delivery of
Aircraft to the customers timely for the best use of the same.
5) The reputation of HAL being the Defenses organization has its importance
and technically and financially renowned among PSUs (Public Sector
undertakings) as Navratna and carries ISO: 14001 company .Quality in the
world/Internal Business Organization.

Weaknesses
1) IAF is fully satisfied with the performance of HAL so far as the
following of licensees Technical know how are concerned, but due to
recent Air crashes of MIG Aircraft and few other Aircrafts there are
few problems which are minor.
2) Sometimes the foreign vendors on whom HAL depends for procuring
raw materials for Research are not in a position to deliver the same in
time this causes financial loses to H.A.L. by paying liquidated damages
to IAF / Customers.
3) Sometimes HAL use to make payment to suppliers as advance for
procurement of raw-material because there are some parties who can
not supply without advance payment due to their financial problems.
4) Sometimes H.A.L. does not get the approval from IAF against the
items appeared in FPQ (Fixed Price Quotation) at the rate prevalent in
the International market with then approved suppliers. Escalation
percentage in respect of the items where it is much more than
permissible limit can put to loss to the extent it is more.
5) Machineries required from Foreign vendor take abnormal time leading
to-delay in the normal manufacturing function, hence now H.A.L.
wants get similar type of machineries if approved by the customers.
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Opportunities
1) H.A.L. is the only manufacturer of the Defenses Aircrafts; hence the job
opportunities as well as profit earning opportunities are more to day and in
the forthcoming years.
2) Promotion opportunities are in-vogue to all the professionals including
technical and non-technical areas Departments.
3) As H.A.L. has monopoly in the manufacturing and overhauling of aircraft,
so it can explore all the advantages related to this field.
4) As H.A.L. has developed its own R & D centers so now it would not have
to depend on Russia for Technical know how.

Threats
1) HAL has fear to terrorist as it is a defenses organization producing fighter
aircrafts.
2) Though H.A.L. is manufacturing fighter Aircrafts in confidence and getting
the same inspected by the authorized officials of Air force. There is a fear
that during testing there should not be any unwanted happening / rejections
of Aircrafts which may cause the losses.
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3) During war, H.A.L. has its fear of attack by enemy countries as H.A.L. is
very famous for a very good supporting organization with arms / fighter
aircraft.
4) Threatening is given by many agencies / users that the materials modules /
parts / equipment are not be touched by any countrys ship or otherwise. In
case any. Research is given by false that the above, materials / modules /
part have been touched by any ship during importing then the user suspect
on unnecessarily.

PRODUCTION DIVISION

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PRODUCTS OF LUCKNOW DIVISION

ELECTRONICS
1. Static invertors.
2. DC system control and production units.
3. AC system control and production units.
4. Fuel management system.
5. Land management.

GYRO INSTRUMENT
1. Direction gyros.
2. Gyros horizon.
3. Rate gyro.
4. Synchos.

HYDRAULICS
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1. Accumulators.
2. Servo jerks.
3. Gear pumps.
4. Activators.
5. Motors.
6. Valves.

GROUND SUPPORT EQUIPMENT

1. Ground power unit.
2. Hydraulic trolleys.

3. Customer built--Fuel hydraulic test rights.

WHEELS AND BRAKES

1. Main wheels.
2. Nose wheels.
3. Carbon composite brake pads.

SENSOR AND SWITCHES

1. Capacitors type fuel content qualifying probes.
2. Temptation sensor and switches.
3. Presence sensor and switches.
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CONVENTIONAL INSTRUMENT
1. Altimeter.
2. Vertical speed indicator.
3. Jet pipe temperature indicator.

ELECTRICAL
1. De generators.
2. Alternators.
3. Transformer rectifier unit.
4. Integrated drive generator.
5. Activators.

FUEL SYSTEM
1. Booster pump.
2. Heart pump.
3. Fuel pump.
4. Fuel control unit.

ENVIRONMENTAL CONTROL SYSTEM

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1. Cold air unit.

2. Ventures.
3. Water extractors.
4. Valves.

PRECISION MANUFACTURING CAPABILITIES

All ranges of NC machine up to 5 axis precision conventional mac.

AIRCRAFT DESIGNED AND DEVELOPED BY HAL

1. HT-2
2. PUSHPAK

Piston Engine Trainer

Light Aircraft for Flying

Club
3. KRISHAK

Air Observation Post

4. MARUT (HT-2)

Ground Jet Fighter

5. MARUT

Operational trainer

6. KIRAN MKI & IA

Basic Jet Trainer

7. BASANT

Agriculture

8. AJEET

Light Flight

9. HPT-32

Piston Engine Trainer

10. HTT-34

Turbo prop Variant

ALLIANCES OF HAL

Allied signed Aerospace company, USA.

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Aerospalite, France.

Boeing, U.S.A.

British aerospace, U.K.

Defence Research and development organization, India.

Dornier GMBD, Germany.

FERANTI, U.K.

General motors.

ISRO, India.

Lucas aerospace, U.K.

Martin baker,U.K.

Mikayon IKB, CIS.

National Aeronautical Laboratory India.

Rolls Royce, U.K.

Normalin garette, U.S.A.

Sagem, France.

Smith, U.K.

Turbomeca and key, CIS.

CUSTOMERS OF HAL

Indian Air force / Navy / Army / Coast Guard.

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Defense R & D / laboratory / department of space.

State Government / Civil Aviation / Ordnance Factory / Corporate

sector.

Flying Academics / Education institutions airlines.

Airlines / Air taxi / Air Cargo.

Defense forces of countries from south East Asia / Middle East and
Africa.

Collaborators / licensors.

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IMPORTANT EVENTS

1940: The Hindustan Aircraft limited was setup by Late Walchand and
Hirachand is association with the government of Mysore.

1941-42: HAL repaired over 1000 different varieties of aircraft and

3800 piston
Engines.

1945: Government of India took over the management of HAL again

after World
War.

1948-49: First pervieval prentice aircraft assembled.

1949-51: The control of HAL was shifted to ministry of defence.

1953-54: The Hindustan Trainer - (HT-2) has its maiden flight.

1960: Aircraft manufacturing department established at Kanpur.

1961: Aeronautics India Limited was formed to manufacture MIG-21

aircraft.
These factories established at Nasik, Koraput and Hyderabad.

1964: HAL was dissolved and assets merged with Aeronautics India
Limited and
Hindustan Aeronautics India Limited was formed.

1969: An agreement with USSR for license of MIG-21 aircraft.

1970: Helicopter Division was established to manufacture helicopters.

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1973: Lucknow Division established to manufacture instrument &

accessories.

1976: An agreement with USSR for license of MIG-21 BIS aircraft.

1979: An agreement with British aerospace for manufacturing of Jaguar

aircraft.

1982: An agreement with USSR license production of MIG -27 aircraft.

1983: Korwa division of HAL formed.

1990: Development of advanced light helicopters (ACH).

1992: Certificate of ISO- 9001.

1998: IMGT, a new division at Bangalore was formed.

2002: Koraput Division further have another division 1) Engine

Division
2) SU-30 engine
Division

2002: Nasik Division further divided into 2 Divisions 1) Aircraft mfg

Division
2) Aircraft
overhaul Division

2007: Received Navratna Award this year.

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PERFORMANCE OF HAL IN THE YEAR 2001-02

The financial year 2001-02 was a great significance to HAL with many
achievements HAL achieved an all time high sales turnover of Rs 2730
crores and earned a profit of Rs 305 crores. This represents an increase of
11.5% over the previous years sales of Rs 2447 crores and 15% in profit
over year Rs 265 crores. HAL has exported goods and services worth Rs
67 crores which is an increase of 14% of over last year. The production
highlights include delivery of seven advanced Light

Helicopter (DHRUV) six MIG- 21 BIS upgraded aircraft from HAL Nasik
and HS (Avro) upgraded by Transport Aircraft Division. Kanpur is a
record of time of 3 months.

In addition, deliveries of Dornier DO-228 aircrafts, Cheetah and Lancer

were also affected to the armed forces. That present achievements are no
more than a stage in a continuing effort towards fulfillment of this
aspiration is shown by the development perspective plan
which embraces the development and production of a light combat aircraft
(LCA) a twin engine advanced light helicopter (ALH) and other design
including the Intermediate Jet Trainer(IJT).

EXPORT AWARD TO HINDUSTAN AERONAUTICS LIMITED

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In a colorful function organized by Engineering Export promotion council on

21st may at Chennai Mr. S.C. Gupta Chairman and Managing Director, Indian
Overseas Bank presented the awards for exports for the year 1999-2000 to
companies which excelled in different categories. Sri N.R. Mohanty, chairman
HAL is receiving the EEPC award for excellent performance Shri N.R.
Mohanty, Chairman of HAL received the award for the best performance in the
category of Engineering Consultancy. This is the ninth year in succession the
HAL is receiving the EEPC award for excellent performance.
HAL also received earlier in this month the GOLD trophy of SCOPE
AWARD for excellence in performance and the M.O.U. award as one of the
Top Ten P.S.U Instituted by the department of public enterprises from the
Hon ble Vice President.

Hon ble Defence Minister of India dedicated to the nation the advanced Light
Helicopter (DHRUV) designed developed and manufactured by HAL on 30 th
March 2002. This is a state-of-the-art helicopter, which has an excellent export
potential.

HAL scaled new heights in the financial year 2001-02 with a turnover of Rs
2730 Crores and export of Rs 67 Crores. The Kanpur division has been fully
engaged in manufacture of the Dornier 228 light transport for six different
operators primarily the Indian Coast Guard, Navy
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and Air force and is now period to enter the world market with the time tested
and versatile utility transport aircraft.
HAL has not reached its present level of competence and breadth of experience
without facing problems. Several challenges that come in its way had been
feud with confidence and overcome. Its achievements need to be observed in
proper perspective. The creation From the grass roots and is today one of the
largest aeronautical industrial complexes achievement for a nation. Vigorous
expansion and diversification of the production range over the past 30 years
has
certainly hastened maturity, and the achievement of increasing self sufficiently
has been obvious, Although not unnaturally fraught with growing pains.
HAL can be considered as an embodiment of the Indian nations aspiration to
attain self Sufficiency in modern technologies as presented by production of
aircraft and allied equipment, whilst progressively building up the capabilities
to undertake do novo design and development of aircraft engines and systems.

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HAL TODAY
Hindustan Aeronautics Limited-more familiarly known by the acronym
HAL- carriers a heavy burden of responsibility towards the Indian armed
forces. For the HAL factories spread across the sub continent collectively
produce a major proportion of the aircraft upon which they depend to meet
their commitments to national defence. HAL has built over 3000 aircraft
of which about 95% have been for the IAE. These comprising 20 different
types of which 11 were indigenous design. From the most advanced
combat aircraft to helicopters HAL with the products and services fully
engaged in providing the back bone around which he IAF has built a
tough physical presence well able to take care of the multifarious tasks
demanded of it.HAL has produced the bulk fighters medium and light
transport, helicopters and trainers required by the IAF, earlier programmes
that included production of the MIG-2 at Nasik and Maruts Gnats and the
Jaguar at these two centers, respectively while work continued on the
Kiran II armed trainer at Bangalore. The Helicopter division has produced
near about 600 helicopters under license and is now preparing for the
exciting future centering around is Advanced Light Helicopter (ALH).

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PRESENT SETUP
The HAL has three production complexes (Bangalore MIG and Accessories)
and design complex
each headed by a managing director reporting to chairman.

ORGANIZATION
HAL has 11 production divisions they are spread over seven locations.

FUNCTIONS OF HAL COMPLEX AND DIVISIONS

1) BANGALORE COMPLEX
AIRCRAFT DIVISION
HAL has designed and developed various types of aircraft namely HT-2 (a
piston
Engine elementary trainer), HJT-16 (kiran a basis jet trainer), HF-24 basant
agricultutral
aircrafts and helicopters under license agreement jaguar international aircraft
and kiran.
ENGINE DIVISION
Along with aircraft manufacture HAL has also setup facilities at its engine
division for the
manufacture of jet engines to power its present aircraft, at the following types
of engine
are produced under license.
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Alloute-/// B..

For chetak and cheetah

helicopters
Orpheneus

For kiran aircraft

Adour MK 811

For jaguar

HELICOPTER DIVISION
Helicopter division manufacture cheetah & chetak helicopters for use by the
IAF and
Navy for training, communication, rescue casualty evacuation, supply
dropping etc.
Cheetah helicopters are also operating in civil sectors and further orders are
expected.
Helicopters division also undertake overhaul of helicopters

OVERHAUL DIVISION
The overhaul division carries out repairs/ overhaul of a variety of aircraft
ranging from
small piston engine aircraft to modern jet fighters and bombers.

FOUNDARY AND FORGE DIVISION

The foundary and forge division supplies a large range of sophisticated radio
graphical
quality castings and forging, ferrous and non ferrous to the different divisions
of HAL. It
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Also supplies complicated components to the ordinance factories and other

PSUs in the
country.

2) ACCESSORIES DIVISION
HYDERABAD DIVISION (AVIONICS DIVISION)
Hyderabad division has designed and developed advanced radio and
communication
equipment, air borne and ground radar equipments, avionics systems for
various types.

LUCKNOW DIVISION (ACCESSORIES DIVISION)

The division was setup with the objective of supplying six types of system
requirement
of Kiran and Marut aircraft.

The division has diversified its products

subsequently and

presently manufactures over 500 aircraft manufactures at HAL. The division

has also
build up design and development capability and indigenously developed
electrical,
hydraulic and other items, which are manufactured for use in aircraft as well as
fighting
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vehicles.

KORWA DIVISION (AVIONICS DIVISION)

A new division has been set up at korwa for manufacture of advanced
navigation and
weapon aiming systems, display systems, flight data recorder.

KANPUR DIVISION
Kanpur division now manufactures HPT-32 trainer aircraft and the latest
version of
Gliders called ARDHRA. The government of India has approved manufacture
of Dornier
(light transport aircraft)aircraft under license agreement with M/s Dornier
gmbh, west
Germany and the production of aircraft has commenced at Kanpur from 198586. The
Division will under the guidance of designers from the aircraft design bureau
Bangalore,
Modify two aero-748 aircraft to carry antenna for radar, communication and
other ESM
Equipment etc the aircraft are airborne.

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3) MIG COMPLEX
NASIK DIVISION
The Nasik division currently manufacturing the MIG-21 BIS aircraft has
successfully

completed the manufacturing MIG-21 FL and M version earlier.

It also

overhauls all
various MIG-21 aircraft.

KORAPUT DIVISION
The koraput division has successfully completion programme for manufacture
of
F2 and F2-S engines fitted to MIG 21 F2 and MIG BIS aircraft. In addition the
factory manufactures forging and castings in its foundry and forge shops to
meet the requirements of both MIG aircrafts and engines and engines filled on
the MIG series of aircraft. The division has also commenced the manufacture
of R29 engines for MIG-27.

4) DESIGN AND DEVELOPMENT COMPLEX

HAL has designed and developed a variety of aircraft, which includes HT-24
and HTT-16.
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Design activity has been further expanded to include avionics in Hyderabad,

accessories
at lucknow and work has commenced on helicopters and small jet engines by
Bangalore.

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AIRCRAFT RESEARCH AND DESIGN CENTRE

The division is situated at Bangalore. Its capabilities include expertise in all
areas of
aircraft and development with rich in service experience and state of the art
facilities
including prototype manufacturing.

The centre is currently prototype

manufacturing the centre is currently engaged in the Design and development

of the xxx as replacement of the kiran and

light combat aircraft (LCA) programme yet another prestigious project in

progressing well and HAL is gearing up for its production as follow on project
of MIG-21 aircraft.

ROTARY WING RESEARCH AND DESIGN CENTRE

This centre is responsible for design and development of helicopters. The
bureau also
Undertake programme covering modifications on cheetah, chetak. FRB blade
fond
wind powered turbines. The prototypes testing and flight certifications of the
multi-role
and multi- mission helicopters. The advanced light Helicopter is in progress.
The
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prototype have completed more than 1000 hrs of accident free flying.
Production of first
commercial batch is in progress. A civil variant of ACH is under development.

SECTIONS OF P&A DEPARTMENT AND THEIR FUNCTIONS

The personnel and administration department has been divided into following
sections:
1.

Establishment Section.

2.

HR Section.

3.

Legal Section.

4.

Recruitment Section.

5.

Industrial Section.

6.

Industrial relation Section.

7.

Rajbhasha.

ESTABLISHMENT SECTION
This section maintains the detail of each employee of the company relating to
the personnel
qualifications, job performance, rewards promotions, leaves etc.Functions of
establishment
section are1. Family planning cases of employee.
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2. Property returns of officers in Grade-1 and above.

3. Salary certificate /NOC passport etc.
4. Correspondence of old cases.
5. Interdivisional transfer of employees to other division and mutual
transfer also.
6. Verification of characters and Antecedent.
7. Verification of previous employment and caste.
8. Grant of Incentive on acquiring higher education.
9. HAL Cycle allowance.

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HR CELL
These cells have been created at divisional levels to measure effective
implementation of HRD
plane with special emphasis on identification of developing need and preparing
manpower for
future technologies. It carries out the following activities:

1. TRAINING
HAL has a training center, which fully equipped with modern audio
visual facilities. Various pertinent training are organized to develop the
officers and workmen, educative workshops on shop floor classes,
TQM awareness programme , training programme for
officers, officers association and recognized union, studies on
absenteeism, counseling and grievance handling etc.

2. OTHER THAN TRAINING ACTIVITIES

Creating database for employees and strengthening the Existing MIS
system, bringing in computer awareness amongst the staff of P and H
dept, Introduction of concept of quality circle and emphasis on more
participative interaction, in problem solving , reaction suggestion
scheme, shop floor, grievance, handling brain storming and feedback
etc.
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3. OTHER FUNCTIONS ARE

a) MIS and other periodical return on manpower and various
periodical adhoc reports.
b) Furnishing if information on manpower profile as and when
asked for by the corporate office.
c) Co-operation with training department.
d) Training of P&A officers and staff.
e) Suggestion scheme and suggestion award and rewards.
f) Identification of training needs based on PAR and preparation
of training modules.
g) Performance appraisal report for officers/ ACR for workmen.
h) SC / ST candidates cell and its dialogue with SC / ST
Association.
i) Co-ordination with training department etc regarding O and
A level.

4. PERSONAL ADJUSTMENT
Health, home and living conditions, finances relations with family
member, emotionalism etc. Statistical treatment of the individual items
in the major areas given above and the test as a whole revealed
significant discriminatory potential.
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5. JOB SATISFACTION AND WORK BEHAVIOUR

Job Satisfaction is an integral part of organizational health and an
important element in industrial relations. The level of job satisfaction
seems to have some relation with various aspects of workers behavior
such as accidents, absenteeism, turnover and productivity. Several
studies have revealed varying degrees of relationship between job
satisfaction and these factors of work behavior. But whether work
behavior is the cause of effect of

job satisfaction is not clear. Research on the relationship between job

satisfaction and accidents generally shows that satisfied employees
cause fewer accidents. Studies on the relationship between job
satisfaction and absenteeism have yielded inconclusive result. Most of
the studies showed that low absente employees were more satisfied
with their
job. Research also reveals that unionized workers tend to more satisfies
where as employees of disturbed organizations.

LEGAL SECTION
Justice is the first virtue of those who command the legal cell. Looks into the
legal matters pertaining to civil cases and either arising out of violation of
labour laws, factories out and other industrial outs.
Its function is as follows:
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1. To contest the court cases on behalf of the management in

various court of law and before the other prescribed authorities
via supreme court, high court, labour court, industrial tribunals
etc.
2. Disciplinary enquiry in case of officers and workmen.
3. To handle the disciplinary enquiries in case of workmen of the
division in scale 1 to 10 and in cases of the officers upto grade 3
(upto grade 4 in cases of minor punishments.
4. Construct liaison and follow up with the division legal advisors/
advocates.
5. To provide legal assistance and legal advices to different
sections of P&A department and to other department.

6. Legal betting of any contract of divisions.

7. It deals with the disciplinary actions.
8. It acts as a coordinator for taking advice on collaborations etc
from their legal advisors.
9. It initiates cases against outsiders.
10. To co-ordinates defense for HAL in court cases.

TYPES OF CASES DEALT

It deals with cases pertaining to:
1. Industrial disputes.
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2. Disciplinary actions.
Few other cases dealt are as follows:
a) Termination / dismissal.
b) Other punishment / penalties.
c) Seniority promotions, wages etc.
d) Civil suits.
e) Others.
Management union and individual can fit suits, where criminal are considered
the security and negligence department deal with them.
To conclude, in other words of William Hazlet,
Those who are ever ready to do justice to others, who feel that, the world
have done them justice.

RECRUITMENT SECTION
The section deals with the fresh recruitment of employees promotion,
performance appraisal
reports, salaries, wages analogies and maintenance of roster regarding of
SC/ST and OBC.
Recruitment is done for executives, supervisors and workers. Recruitment
policy is such that as far as executives are concerned their recruitment process
is centralized and is done by the corporation of India level.

The other functions of this department are:

38

1. Selection & Appointment.

2. Maintenance of reservation regarding reservation of SC/OBC,
Ex serviceman, physically handicapped etc
3. Notification of advertisement.
4. Screening of application.
5. Conducting tests and interviews.
6. Medical examination reports.
7. Assurance to offer appointments.
8. Joining of fresh appointments/ on transfer from other divisions.
9. Fixation of salaries on appointment and promotions.
10. Grant of annual increment after obtaining details from the
account department.
11. Transfer cases from other departments division.
12. Prime Ministers SHRAM AWARD/physically handicapped
awards, staff grievance.
13. Note of appraisal.
14. Settlement of wages/ salary only in respect of officers/
employees.
15. Grant of higher scale/ relaxation of qualification.

39

16. Allocation of drivers VVIPs, ambulance and routine factory

work.
17. Maintenance of vehicles.
18. Air ticket, passport, VIP visit, hotel accommodation, shop
allotment, night duty etc.
19. Supervision of electronic punching.
20. Circulation of corporate office letters/ personnel circulation.
21. VVIP references.

TRADE UNION OF HAL

In HAL there are 7 registered unions/ these are divided into categories:
1. Permanent Employee Union.
2. Contract Labour Union.

PERMANENT EMPLOYEE UNION

HAEA (Hindustan Aeronautics Employees Association)

HALEU (Hindustan Aeronautics Limited Union)

HARSS (Hindustan Aeronautics Rashtriya Shram Sangathan)

HAPKS (Hindustan Aeronautics Prashikshit Karamchari Sangh)

CONTRACT LABOUR UNION

HAKS(Hindustan Aeronautics Karamchari Sabha)

40

HAKS ( Hindustan Aeronautics Karamchari Sabha)

OFFICERS ASSOCIATION OF ACCESSORIES DIVISION, LUCKNOW

HAOA (Hindustan Aeronautics Officers Association)

OBJECTIVES AND AIMS:

1. To safeguard the general welfare rights and interest of the members of
the association.
2. To promote and encourage fellowship and spirit-de-corps amongst its
members.
3. To encourage the cultural, social and sports activities of the members
and their families.
4. To have common information centers.
5. To secure a greater measures of responsive co-operation between the
HAL management and the members of this association.

INDUSTRIAL RELATION SECTION

41

GOOD INDUSTRIAL RELATION GO A LONG WAY

Economists have traditionally identified four factors of production viz land,
labour, capital and
natural resource endowment, no debt are vital elements in the production
process but in labour
which contributes most to the wealth of the company.
Human beings are active agents to accumulate capital, exploit natural
resources build
social, economical &political organization and carry forward national
development.
The company has set up healthy traditions in encouraging and fasting cordial
and
harmonious relations dealing with the employees. The main function of IR as
follows:
1. Compliance of statutory provision.
2. Dealing with union.
3. Casual/contract labour, canteen and sanitation.
4. Welfare facilities and committees.
5. Participative management.
IR is a whole field of relationship that exists in a particular unit.

Role of various parties in promoting IR:

1. To implement the provision of labour laws.
42

2. To implement the various policies.

3. To provide welfare policies.
4. To formulate standing orders, grievance procedures etc.

Role of union to maintain a good IR:

1. To follow provisions of labour laws.
2. To ensure the implementation of various provisions of labour laws.
3. To keep an eye on smooth functioning of the organization.
4. To ensure peace in a unit.
Good industrial relation imply peaceful, harmonious, fruitful relations between
labour and
management. In such a situation both labour and management realize their
mutual
obligation towards each other and resort to actions that promote harmony and
understanding.

RAJBHASHA
Language as Samuel Johnson said is a degree of thoughtIt is not only the
instrument of science and words but also the sign of ideas. It is a throbbing
vital thing ever changing ever growing and mirroring the people to speak and
write it. It has its root in the masses, hence Rajbhasha (Hindi Cell) occupies a
pivotal status to improve the promotion of Hindi as an official language. The
cell has distributed charts, posters and stickers among the various departments
43

to motivate the workers to use Hindi in their daily working for official
purposes. Every year one of the Hindi workshops are held by the name of
Hindi Diwasin the month of September. About 200 workers participate in
different competition and they also receive awards stenography etc HAL
Lucknow division has been awarded by the Ton Official Language Committee
(TOLIC)for the use of it in daily work and implementation of Rajbhasha.

OTHER DEPARTMENTS OF HAL (LUCKNOW DIVISION)

The various departments of HAL, Accessories Division, Lucknow are
mentioned
below:

Control office.
44

Accounts.

Personnel.

Transport.

Design.

GSE.

MSD.

Computer.

Commercial.

MIC shop.

Tool room.

Assembly and test.

Production control.

Motor Transport section.

Customer service.

Plant maintenance.

Factory.

GLNS.

Fuel factory.

Material control.
45

Technology cell.

AGM.

Process shop.

Rubber Plastic.

Foundry and Forge.

Tool Planning.

DRDL.

Indigenous cell.

NC cell.

Training.

Civil.

System Audit.

Administration.

EVOLUTION AND GROWTH OF THE COMPANY

The Company's steady organizational growth over the years with consolidation
and enlargement of its operational base by creating sophisticated facilities for
manufacture of aircraft / helicopters, aero engines, accessories and avionics is
illustrated below.

46

47

MEANING AND NATURE OF JOB SATISFACTION

Job satisfaction has been defined as a pleasurable emotional state resulting
from the appraisal of ones job; an affective reaction to ones job; and an
attitude towards ones job. Weiss (2002) has argued that job satisfaction is an
attitude but points out that researchers should clearly distinguish the objects of
cognitive evaluation which are affect (emotion), beliefs and behaviours. This
definition suggests that we form attitudes towards our jobs by taking into
account our feelings, our beliefs, and our behaviors.
The term job satisfaction was brought to limelight by Hoppock. He reviewed
32 studies on job satisfaction conclude prior to 1933. According to him, job
satisfaction is the combination of psychological, physiological and
environmental circumstances that cause a person to say I am satisfied with
my job This definition points to the factors affecting job satisfaction but does
not

indicate

the

nature

of

job

satisfaction.

CONCEPT OF JOB SATISFACTION

Job Satisfaction is the end feeling of person after performing the task. To the
extent that a persons job fulfills his expectations and values, the job will be
satisfying. The feeling would be positive or negative depending upon whether
need is satisfied or not.
Job Satisfaction is different from motivation and morale motivation refers to
the willingness to work, satisfaction on the other hand implies to work,
48

satisfaction on the other hand implies a positive emotions state.

Morale

implies a general attitude towards work and work environment. It is a group

phenomenon on where as job satisfaction is an individual feeling.

Job satisfaction may be considered a dimension of morale and morale could

also be source of satisfaction.

Attitude is predispositions that make the

individual behave in particular way. Job satisfaction is an employees general

attitude towards his job.

JOB SATISFACTION MODEL

49

BENEFITS AND FACILITIES GIVEN TO EMPLOYEES FOR THEIR JOB

SATISFACTION IN HAL

Medical facility:
1. HAL has been decided to allow reimbursement of expenditure on
hospitalization in maternity/ child birth cases at the home town of
employee provided such facilities are availed from a government
hospital.
2. As per prevailing rules on the subject, based on the prescription of the
zonal doctor/ public medical officer/ specialist, employees and eligible
members of their families shall obtain medicines from companies
hospital or dispensary. In the event of non availability of the prescribed
medicines in the companies hospital or dispensary the medicines can
be purchased from any chemist. The cost of such medicines purchased
by employees from outside is reimbursed by the company.
3. HAL hospital has various modern equipments and qualified team of
experienced doctors who does not take any fees for treatment from the
50

employees because they themselves are the employees of HAL and

they are getting handsome salary for their services.

Education facility:
1. Schools are established for employees children in the premises of the
company having affiliation with C.B.S.E Board having all modern
facilities with good faculties and high standard to make their future
bright.
2. As far as fees is concerned for the employees children the fees is very
nominal.
3. NCC facility for girls and boys.

Coupons for every type of food items:

1. Meal pass and coupons (Sodexo) are provided up to the amount of Rs
2500 every month which is totally separate from the amount of salary.
2. These coupons can be encashed in various outlets like Big Bazaar,
Spencers, Pizza Hut, Mc. Donalds, etc.
51

3. These coupons can also be encashed in various petrol pumps.

Travelling Allowance:
1. Employees are provided with travelling allowance once in a year to
visit any place within the boundaries of the country which includes the
expenditure of first class tickets. Amount exceeds according to the
designation of employees.
2. Employees are provided travelling allowance once in every 2 years to
visit his/ her home town.
3. Air fares are also given to the officers level employees every year.

Home Rent Allowance

1. Employees are provided allowance if he/ she is living outside the
township of HAL.

Other Facilities
1. Officers and their families are provided with facility to become
member of HAL club which have all entertainment facilities like
swimming, gym, kitty parties for their wifes and children. These all
facilities are free of cost or very nominal cost.

52

2. Employees are also members of club in which they are getting all types
facilities for entertainment like sports, indoor games, gym swimming
etc.
3. Bata Coupons upto the amount of Rs 1500 for shoes are also given to
the employees for the safety purpose while working in the factory.
4. Bus facility is given to the employees who stay far away from the
company.
5. Crche facility for women employees where babies can stay during the
office hours of their mothers.
6. Kalyan Mandap and welfare is being established for employees and
their family members to celebrate any big occasion like marriage of
daughters and sons, new year parties, birthdays, or other occasions
which is free of cost.
7. Various types of classes are organized for wifes and children of
employees like cookery bakery classes, stitching classes, English
speaking and computer classes to enhance their skills.

HOW TO MEASURE JOB SATISFACTION

1. Like intelligence measurement of job satisfaction is difficult. Most
studies have measured job satisfaction through a questionnaire.

One

of the earliest scales of measuring job satisfaction was developed by

Hoppock. He developed four responses.
53

The following quiz describes the important element that usually makes up a
job satisfaction. Give your feeling about your job by scoring each statement on
the following levels of your satisfaction.
Very much satisfied: 6
Much Satisfied: 5
Somewhat satisfied: 4
Somewhat dissatisfied: 3
Much Dissatisfied: 2
Very much dissatisfied: 1

2. We have previously defined job satisfaction as an individual general

attitude towards his or her job. This definition is clearly very broad on.
Yet this is inherent in the concept.
Remember, a persons job is more than just the obvious activities of
shuffling papers, waiting on customers or driving a truck. Jobs require
interaction with co-workers and bosses, following organizational rules
and policies, meeting performance standards, living with working
conditions that are often less than ideal, and the like. This means that
an employees assessment how satisfied or dissatisfied he or she is with
his or her job is complex summation of a numbers of discrete job
elements. How then do we measure the concept?

54

To the two most widely used approaches are single global rating and
summation score made up of a number of job facts, the single global rating
method is nothing more than asking individuals to respond to one question
such as all things considered, how satisfied are you with your job?
respondents than reply by circling a number between one and five that
corresponds to answers from highly dissatisfied.

The other approach a

summation of job facts is more sophisticated. It identifies few elements in a

job and asks for the employees feelings about each. Typical factors would be
included are the nature of the work supervision, present pay, promotion
opportunities and relations with workers.

These factors are related on

standardized scale and then added up to create an overall job satisfaction score.
Is

one

of

the

foregoing

approaches

superior

to

the

other.

Intuitively, it would seem that summing up response to number of job factors

would achieve a more accurate evaluation of job satisfaction. The research
however does not support this intuition. This one is those rare instances in
which simplicity wins out ever complexity. Comparisons of one question
global ratings with more length summation of job factor method indicated that
the former is more valid. The best explanation for this outcome is that the
concept of job satisfaction is inherently so broad that the single question
actually becomes a more inclusive measure.

55

How do you feel about:1. The way information flows around in your organization.
2. Your relationship with other people at work.
3. The way you and your efforts are valued.
4. The nature of your job.
5. The degree to which you feel motivated by your job.
6. Career opportunities offered by your job.
7. The level of job security in your present job.
8. The extent to which you identify with the goals of your organization.
9. The style of supervision used by your superiors.
10. The way changes and innovations are implemented in your job.
11. The kind of work of tasks that you are required to perform.
12. The degree to which you feel that you can personally grow in your job.
13. The manner in which conflicts are resolved in your organization.
14. The scope your job provides to help you to achieve your aspirations
and ambitions.
15. The amount of participation which you are given in important decision
making.
16. The degree to which your job taps the range of skills which you feels.

EFFECTS OF JOB SATISFACTION ON EMPLOYEE PERFORMANCE

56

Manager interest in job satisfaction tends to center on its effect on employee

performance. Researchers have recognized this interest, so we find a large
number of studies that have been designed to assess the impact of job
satisfaction on employee productivity, absenteeism and turnover. Lets look at
current state of our knowledge.

1. SATISFACTION AND PRODUCTIVITY

A number of reviews were done in 1950 & 1960, covering dozens of
studies that sought to establish the relationship between satisfaction and
productivity these reviews could find no consistent relationship. In the
1990, though the studies are far from unambiguous, we can make some
sense out of the evidence.
The early views on the satisfaction predominance relationship can be
essentially summarized in a statement A Happy works is productive
worker. Much of the paternalism shown by managers in 1930, 1940
and 1950 forming company bowling teams and credit unions, having
company picnics, providing counseling services for employees, training
supervisors to be sensitive to the concerns of subordinates was done to
make workers happy. But belief in satisfaction rather than the other
way around . If you do a good job you intrinsically feel good about it.
Additionally assuming that the organization reward productivity, your
higher productivity should increase verbal recognition, your pay level
57

and probabilities for promotion. These rewards in turn increase your

level of satisfaction with the job.

The most recent research provides renewed support for the original
satisfactions performance relationship.

When satisfaction and

productivity data are gathered for the organization as a whole rather

than the individual level, we find that organizations with more satisfied
employees tended to be more effective than organization with less
satisfied employees. If this conclusion can be reproduced in additional
studies, it may well be that the reason we have not gotten strong
support for the satisfaction causes this that studies
have focused on individuals rather than the organizational and that
individual level measures of productivity dont take into consideration
all the interactions and complexities in the work process.

2. SATISFACTION AND ABSENTEEISM

We find a consistent negative relationship between satisfaction and
absenteeism but the correlation is moderate usually less than to
+0.40.While it certainly makes sense that dissatisfied employees are
more likely to miss work, their factors have an impact on the
relationship and reduce the correlation coefficient.

Locations one

where you are expected to be at work and the other where you were
free to chose with no penalty involved. If satisfaction leads to the
58

attendance where there is an absence of outside factors the more

satisfied employees should have come to work in Chicago while
dissatisfied employees should have studied home. The study found that
on this particular April 2 absenteeism rates in New York were just as
high for satisfied groups of workers

as for dissatisfied groups.

But in Chicago the workers with high

satisfaction scores had much higher attendance than did those with
lower satisfaction levels. These findings are
exactly what we would have expected if satisfaction is negatively
correlated with absenteeism.

3. SATISFACTION AND TURNOVER

Satisfaction is also negatively related to turnover but the correlation is
stronger than what we found for absenteeism. Yet again other factors
such as labor market conditions expectation about alternate job
opportunities and length of tenure with the organization are important
constraints on the actual decision to leave one current job.
Evidence indicates that an important moderator of the satisfaction
turnover relationship is the employees level of performance.
Specifically level of satisfaction is less important in prediction turnover
59

for superior performer, why the organization is apically makes

considerable efforts to help these people. They get pay raises, praise,
recognition, increased promotion opportunities, and so forth just the
opposite tends to apply to poor performers few attempts are made by
the organization to retain them. There may even subtle pressure to
encourage them to it. We would expect therefore that job satisfaction is
more important in influencing poor performers to stay than superior
performers. Regardless of level of satisfaction the letter are more likely
to remain with the organization because the receipt of recognition
praise and other rewards give them more reasons for staying.
Consistent with our previous discussion, we should dont be surprised
to find that persons general disposition towards life also moderates the
satisfaction turnover
relationship. Specifically some individuals generally grips more than
other and such individuals, when dissatisfied with their jobs, are less
likely to quit is the one with the highest predispositions to be happy or
satisfied in general.

THEORIES OF JOB SATISFACTION

The main theoretical approaches to job satisfaction are as follows:
1. Need Fulfillment Theory.
2. Equity Theory.
3. Two Factor Theories.
60

4. Discrepancy Theory.
5. Equity Discrepancy Theory.
6. Social Reference Group Theory.

1. NEED FULFILLMENT THEORY

According to this theory a person is satisfied when he gets from his job
what he wants. The more he wants something for the more important it
is to him, the more satisfied he is when he received it. In other words,
Job satisfaction will vary directly with the extent to which those needs
of an individual which can be satisfied are actually satisfied vroom
views satisfaction in terms of the positively related to the degree to
which ones need are fulfilled. The fulfillment theory suffers from a
major drawback; Satisfaction is function of not only what a person
receives but what he feels he should receive what may satisfy
one individual may not satisfy the other due to difference in their
expectations. The strength of an individuals desire or his level of
inspiration is an important determinant of job satisfaction. Thus job
satisfaction is a function of the degree to which the employees needs
are fulfilled in job situation.

2.

EQUITY THEORY
61

Under this theory, it is believed that persons job satisfaction depends

upon his perceived equity as determined by his input output balance in
comparison with the input output balance of other. Every individual
compares his rewards with those of reference group.
If he feels his reward is equitable in comparison with other doing the
similar work he feels satisfied. Job satisfaction is thus a function of the
degree to which job characteristic met the desires of the reference
group. For example one study of the effects of the community features
on job satisfaction revealed that workers living in well neighborhood
felt less satisfied than those living in poor neighborhood.
Equity theory takes into account not only the needs of an individual but
also the opinion of the reference group to which the individual looks
for guidance.
This theory fails to reveal whether over satisfaction is or not a
dimension of dissatisfaction and if so how does it differ from
dissatisfactions arising out of the
situations when received outcomes. One less than the outcomes one
feels he should receive.

3.

TWO FACTOR THEORY ( MOTIVATOR HYGEINE THEORY)

62

Ferederick Herzberg and his colleagues developed the two factor

theory. According to this theory satisfaction and dissatisfaction are
interdependent to each other and exist a separate continuum. One set
of factors known as hygiene factors act as dissatisfies. Their absence
causes dissatisfaction but their presence does not result in positive
satisfaction.

The other set of factors known as satisfiers lead to

satisfaction.
Several studies designed to test the two factor theory provide little
support to this theory. The same factor may serve as satisfies for one
but or dissatisfied for another. It appears from this theory that a person
can be satisfied and dissatisfied at the same time.

4.

DISCREPANCY THEORY
According to this theory job satisfaction depends upon what a person
actually receives from his job and what he expects to receive. When
the rewards actually received are less than the expected rewards it
causes dissatisfaction. In other words of Locke, job satisfaction and
dissatisfaction are functions of perceive relationship between what one
wants from one job and what one perceives it is actually offering. In
other words,
63

satisfaction is the difference between what one actually received and

what he feels he should receive.

64

5.

EQUITY DISCREPANCY THEORY

This is combination of equity and discrepancy theories Lawler had
adopted the different approach of discrepancy theory rather than the
ration approach of equity theory. From equity theory the concept of
comparison has been selected to serve as an intervening variable, under
this theory satisfaction is defined as the difference between the
outcomes that one perceives he actually receives and outcomes that one
feels he should receive in comparison with others when the individual
feels that what he actually received is equal to what he perceives he
should receive there is satisfaction thus an individuals reception of his
reward is influenced by more than just his objective amount of that
factor because
of this psychological influence, the same amount of reward often can
be seen quite differently by two people, to one it can be a large amount,
while to another person it can be a small amount.
This model reveals that a person perception of what he should receive
is influenced by inputs and outputs of others. Lawler suggest that those
individual are likely to more satisfy who perceive.
a) Their Inputs are low.
b) Their jobs are less demanding.
c) Their reference groups have less favorable input/output balance.
65

d) They are receiving a high outcome level.

e) Their reference groups are receiving less input.

6.

SOCIAL REFERENCE GROUP THEORY

Reference group defines the way on individual looks at the world.
According to this theory job satisfaction occurs when the job meets the
interest, desires and requirements of persons reference group. In other
words, job satisfaction is a function of the degree to which the job
meets the approval of the group to which the individual looks for
guidance in evaluating the worlds and defining social reality.
The social reference group theory is similar to the need fulfillment
theory except that it takes into account not the desires, needs and
interest of the given individual but rather the point of view and
opinions of the groups to whom the individual looks for guidance.
This theory is an incomplete explanation to the extent some people are
independent of group opinions and group pressure.

66

THE IMPORTANCE OF HIGH JOB SATISFACTION

The importance of job satisfaction is obvious Manager should be concerned
with the level of job
satisfaction in their organizations for at least four reasons:

There is clear evidence that dissatisfied employees skip work

more often and are more likely to resign.

Dissatisfied workers are more likely to engage in destructive

behaviors.

It has been demonstrated that satisfied employees have better

and live longer.

Satisfaction on the job carries over to the employees life outside

the job.

Satisfied employees have lower raters of both turnover and absenteeism. If we

consider the two withdrawal behavior separately, however we can be more
confident about the influence of satisfaction on turnover specifically,
satisfaction is strongly and consistently negatively related to the employees
decision to the level of organization. Although satisfaction and absence are
67

also negatively related, conclusion regarding the relationship should more

guarded.
Dissatisfaction is frequently associated with a high level of complaints and
work grievances. Highly dissatisfied employees are more likely to report to
sabotage and passive aggression. For employees with limited alternatives
actions act who are extreme applications of neglect.
An often overlooked dimension of job satisfaction is its relationship to
employee health.
Several studies have shown that employees who are dissatisfied with their jobs
are prone to health setbacks ranging from headaches to heart disease. Some
research ever indicates that job satisfaction is a better predictor of length of life
than is physical condition of tobacco. These studies suggest that dissatisfaction
is not solely a psychological phenomenon, the stress that results from
dissatisfaction apparently increases one susceptibility to heart attacks and the
like for managers this means that even if satisfaction did not lead to less
voluntary turnover
and absence the goal of satisfied work force might be justifiable because it
would reduce medical cost and the premature loss of valued employees by way
of heart diseases or strokes.
Our final point in support of job satisfaction importance is the spin off effect
that job satisfaction has for society as a whole. When employees are happy
with their jobs, it improves their lives offer job in entrust, the dissatisfied
68

employee carrier that negative attitude at home. In wealthy countries such as

United States, Canada, Great Britain, Australia or Japan.

Management does not have responsibility to provide job from which

employees can receive high satisfaction. Some benefits of job satisfaction
accure to every citizen in society. Satisfied employees are more likely to be
satisfied to be satisfied citizens. These people will hold a more positive
attitude towards life in general and make for a society of more psychologies
health people.
The evidence is impressive Job satisfaction is important, for management a
satisfied work
force translates into higher productivity due to fewer disruptions causes by
absenteeism or good
employees queries, fewer incidences of destruction behavior as well as lower
medical
and life insurance costs. Additionally there are benefits for society in general
satisfaction on the
job carries over to the job satisfaction for employees can be defended in terms
of both dollars and cents and social responsibility.
HOW EMPLOYEES CAN EXPRESS DISSATISFACTION
One final point before we leave the issue of job satisfaction.

Employee

dissatisfaction can expressed in a number of ways for example rather than

69

quit, employee can complain, be insubordinate, steal organizational property,

or shirk a part of their work responsibilities. Exhibit 4-6 offers four responses
that differ from one another along two dimensions:

70

Constructive / destructive & active /passive. They are defined as follows:

Exit-Behaviour directed toward leaving the organization including

looking for a new position as well as resigning.

Voice-Actively and constructively attempting to improve conditions,

including suggesting improvements, discussing problem with superiors
and some forms of union activity.

Loyalty-passively but optimistically waiting for conditions to improve,

including
speaking up for the organization in the face of external criticism and
trusting the
organization and is management to do right things.

Neglect-Passively allowing conditions to worsen, including chronic

absenteeism or lateness, reduced effort, and increased error rate.

Exit

and

neglect

behaviors

encompasses

our

performance

variable

productivity,
absenteeism and turnover. But this model expands employee response to
include voice and loyalty constructive behaviors that allows individual to
tolerate unpleasant situations or to revive satisfactory working conditions. It
71

helps us to understand situations, such as thosesometimes found among

unauthorized unionized workers, where low job satisfaction is coupled with
low brinier.

Union members often express dissatisfaction through the

grievance procedure or through formal contract negotiations, these voice

mechanism allow the union members to continue in their jobs while
convincing themselves that they are action to improve situations.

VARIABLES DETERMINING JOB SATISFACTION

It is generally assumed that satisfied employees are more productive. But
research reveals no relationship between job satisfaction and productivity.
Herzberg et AL analyzed the results of twenty six studies focusing on the
relationship between job satisfaction and productivity. Fourteen of these
studies revealed that workers with positive job attitude were more productive
than those with negative attitude. In nine studies job attitudes and productivity
were not related and three studies there was negative correlation between job
attitudes and productivity.

After reviewing several studies Baryfield and

Gockett concluded that job satisfaction did not necessarily imply high
performance.

Kahn also formed that satisfaction and productivity do not

necessarily go together. Employees in highly productive groups were not more

likely than employees in the low productivity groups to be satisfied with their

72

jobs. A worker may be satisfied with the work environment but may produce
more to prove his abilities to management.
On the other hand, a highly satisfied worker may not produce more and get
away with it because he may be friendly with the supervisor.

May Indians studies however, show significant relationship between job

satisfaction and productivity? For instance, Rajgopal , analyzed the
relationship between the two variables among workers in six textile mills. The
results showed high productive mill workers were more satisfied with their
job. What determines Job Satisfaction?
We now turn to the question what work related variables determine job
satisfaction? An extensive review of the literature indicates that the more
important factors conductive to job

satisfaction are mentally challenging

work, equitable rewards, supportive working conditions, and supportive

colleagues. To this list, we also add the importance of a good personality job
fit and an individuals genetic disposition (some people are just inherently
upbeat and positive about all things, including their job).

MENTALLY CHALLENGING WORK:

Employees tend to prefer jobs that give them opportunities to use their skills
and abilities and offer a variety of tasks freedom, and feedback on how well
73

they are doing. These characteristics make work mentally challenging. Job that
has too little challenge create boredom but too much challenge creates
frustration and feelings of failure under conditions of moderate challenge, most
employees will experience pleasure and satisfaction.

74

EQUITABLE REWARDS
Employees want pay system and promotion policies that they perceive as being
just unambiguous, and in line with their expectations. When pay in seen as fair
based on job demands, individual skills level, and community pay standards,
satisfaction is likely to result. Of course, not everyone seeks money many
people willingly accepts less money to work in preferred location or in less
demanding job or to have greater discretion in the work they do and the hours
they work. But the key in linking pay to satisfaction is not the absolute
amount one is paid, rather, it is the perception of fairness.

Similarly,

employees seek fair promotion policies and practices. Promotion provides

opportunities for personal growth, more responsibilities, and increased social
status. Individuals who perceive that promotion decisions are made in fair and
just manner, therefore, are likely to experience satisfaction from their jobs.

SUPPORTIVE COLLEAGUES
People get more out of work that merely money or tangible achievements. For
most employees, work also fills the need for social interaction.

Not

surprisingly therefore, having friendly and supportive co workers leads to

increased job satisfaction.

The behavior of once boss is also a major

determinants of satisfaction studies generally find that employee satisfaction is

increase when the intermediate supervisor understands and friendly, offer
75

praise for good performance, listens to employees opinions and shows a

personal interest in them.

SUPPORTIVE WORKING CONDITIONS:

Employees are concerned with their work environment for both personal
comfort and facilitating doing a good job. Studies demonstrate that employees
prefer

physical

surroundings

that

are

dangerous

or

uncomfortable.

Temperature, light noise, and other environmental factors should not be at

either extreme for example, having too much heat or too little light,
additionally;
most employees prefer working relatively close to home, in clean and
relatively modern facilities, and with adequate tools and equipment.
The various factors influencing job satisfaction may be classified into two
categories are:
a) Environmental factors.
b) Personal factors.
A) ENVIRONMENTAL FACTORS
These factors related to the working environment mainly among which
are as follows:
1. JOB CONTENT

76

Herzberg suggested that job content in terms of achievement,

recognition, advancement, responsibility, and the work itself tend to
provide satisfaction but their absence does not cause dissatisfaction.
Where the job is less repetitive and there is variation in job content, job
satisfaction tends to higher.

Specialization increases repetitiveness leading to boredom and

monotony. But greater variety of tasks may not increase satisfaction
unless the tasks form a unified, integrated and meaningful whole.

2. OCCUPATIONAL LEVEL
The higher the level of job satisfaction in organizational hierarchy the
greater the satisfaction of individual this is because positions at higher
levels are generally better paid, more challenging and provide greater
freedom of operation. Such jobs carry greater
prestige self control and need satisfaction. One study revealed that
professional people were the most satisfied, followed by salaried
workers and factory workers were least satisfied with their jobs.

3. PAY AND PROMOTION

All other things being equal, higher pay and better opportunities for
promotion lead to higher job satisfaction.
77

4. WORK GROUP
Man is a social animal and likes to be associated with other
interactions in the work group helps to satisfy social and psychological
needs and therefore isolated workers tend to be dissatisfied.

Job

satisfaction is generally high when an individual is accepted by his

peers and he has a high need for affiliation.

5. SUPERVISION
Considerate supervision tends to improve job satisfaction of workers.
A considerate supervision takes personal interest in his subordinates
and allows them to participate in the decision making process.
However authoritarian people may be more satisfied under the
supervision of high status and strongly directive leaders. Employee
satisfaction from supervisory behavior depends upon the influence
which the supervisor exercises on his own superior.

B) PERSONAL FACTORS
Personal life exercises a significant influence on job satisfaction. The
main elements of personal life are given below:
78

1. AGE
Some research studies reveal a positive correlation between age and
satisfied workers in advanced age group tend to be more satisfied
probably because they have adjusted with their job conditions.
However there is a sharp decline after a pointing perhaps because an
individual aspires for better and more prestigious jobs in the later year
of his life.

2. SEX
Study revealed that women are less satisfied than man due to fewer job
opportunities for females. But female workers may more satisfy due to
their lower occupational aspirations.

3. EDUCATIONAL LEVEL
Generally more educated employees tend to less satisfied with their
jobs probably due to higher job aspirations. However, research does
not yield conclusive relationship between these two variables.

4. MARITAL STATUS
The general impression is that married employees and employees
having more dependents tend to be more dissatisfied due to their
79

greater responsibilities. But such employees may be more satisfied

because they value their more than unmarried workers.

80

SECTION 2

81

OBJECTIVES
The major objectives of the public sector are to:
1. Promote rapid economic growth and achieve self reliance in nation
building.

2. Generate surplus resources through efficient methods of production and

productivity for further investment.
3. Bring the fruit science and technology to the people and help abreast of
the advances.
4. Build the basic industries, vital for nation building the gestation period
of which is long and profitability low.
5. Ensure a balanced growth and development of all regions of the
country.

82

RESEARCH METHODOLOGY

INTRODUCTION
Good management is a key resource, there requisite supply of which can go to
a long way in the industrial testing of a developing nation; it is also the
scarcest reconvict.

An acute shortage of managerial talent in developing

country can be quite translating. The best of intention and plans can come to
naught in the face of managerial short coming.

83

OBSERVATION
This help to study people and their natural behavior this is perhaps most
important where individuals are watched properly.

RELATIONSHIPS AND PRACTICAL IMPLICATIONS

Job Satisfaction can be an important indicator of how employees feel about
their jobs and a predictor of work behaviours such as organizational
citizenship, absenteeism, and turnover. Further, job satisfaction can partially
mediate the relationship of personality variables and deviant work behaviors.
One common research finding is that job satisfaction is correlated with life
satisfaction. This correlation is reciprocal, meaning people who are satisfied
with life tend to be satisfied with their job and people who are satisfied with
their job tend to be satisfied with life. However, some
research has found that job satisfaction is not significantly related to life
satisfaction when other variables such as non work satisfaction and core selfevaluations are taken into account.
An important finding for organizations to note is that job satisfaction has a
rather tenuous correlation to productivity on the job. This is a vital piece of
information to researchers and businesses, as the idea that satisfaction and job

84

performance are directly related to one another is often cited in the media and
in some non-academic management literature.

In short, the relationship of satisfaction to productivity is not necessarily

straightforward and can be influenced by a number of other work-related
constructs, and the notion that "a happy worker is a productive worker" should
not be the foundation of organizational decision-making.
With regard to job performance, employee personality may be more important
than job satisfaction. The link between job satisfaction and performance is
thought to be a spurious relationship; instead, both satisfaction and
performance are the result of personality.

SOURCES OF INFORMATION

85

In order to get proper flow of information a best has to drawn as top from
where to get sufficient and authentic information on the subject for the prevent
study, the following are the sources for the present study.

PRIMARY SOURCES
First hand information and collection of data through personal
interview and questionnaire along with the observation.

SECONDARY SOURCES
1. Documents.
2. Files.
3. Manual of the organization.

86

TERTIARY
1. Project Report.
2. Books.
3. Journals.

87

RESEARCH DESIGN
The analysis of job satisfaction at HAL Lucknow Division Coming in next
pages in the form of project report comes under the following.

TOOLS OF STUDY
The study is base on the information given by HAL employees this is done by
questionnaire and discussing different perennials and getting information from
documents and files. The primary preparation is different from books.

QUESTIONNAIRE
The questionnaire is used by me having no. of questions regarding all the
factors which plays a major in job satisfaction. The questionnaire having two
types of questions one is optional and other is of ranking.

88

1. According to you the work environment of HAL is?

b) Favorable

: 62%

c) Uncertain

: 19%

d) Perfect

: 19%

e) Certain

: 0%

Interpretation

According to 65% employee environment is favorable

According to 19% employee environment is uncertain.

89

According to 19% employee environment is perfect.

2. Does HAL take care about satisfaction of its employees?

a) Yes

: 85%

b) No

: 15%

c) Cant say

: 0%

Intepreation

90

According to 85% employee environment is satisfied and remaing 15%

employee environment is unsatisfied.

3. What kind of behavior performed by your boss when you do a

mistake?
a) Consult with you

: 70%

b) Anger

: 15%

c) Demotion

: 0%

d) Ignore

: 15%

91

Intepretation

According to 15% employee boss is angry, 70% employee boss consult

wiht employee, and remaining 15% ignore.

4. .Are you satisfied with the technique of job evaluation of your

organization?
a) Satisfied

: 92%

b) Neutral

: 8%

92

c) Dissatisfied

: 0%

Interpritation

92% employee are satisfied with the job evaluation and reaming 8%
employee are neutral,

5. Do you think most of the time you are overloaded by the work?
a) Always

: 22%

93

b) Sometime

: 78%

c) Never

: 0%

Interpretation

According to 78% employee say somtimes.

According to 22% employee say always.

6. The organization provides promotion on the basis of?

94

a) Favoritism

: 0%

b) Seniority & Performance

: 69%

c) Any other means

: 31%

Interpretation

According to 69% employee are says provide promotion on the basis of

seniority & performance

According to % employee are satisfied

95

7. Rate the following sources of job satisfaction according to your

preference?
a) Infrastructure of the company

: 15%

b) Working environment

: 0%

c) Good Salary

: 23%

d) Promotional

: 8%

e) Recognition in opportunities

: 24%

f) Facilities given by the organization

: 15%

g) Work group

: 15%

Interpretation-

96

23% employee have good salary, 8% employee are promotional , 24%

are recognition in opportunities, 15% work group and 15 % facilities
given by the organization.
8. While doing your daily work do you experience stress?
a) Yes

: 38%

b) No

: 62%

c) Cant say

: 0%

Interpretation

62% employee are says no and remaining 38% employee are says yes.
97

9. Do the rewards have an effect on your productivity?

a) Yes

: 35%

b) No

: 65%

c) Cant say

: 0%

Interpretation-

98

65% employee says yesand remaining 92% employee sayts no.

10. Is there any relationship between safety and Satisfaction?

a) Yes

: 70%

b) No

: 15%

c) Cant say

: 15%

Interpretation99

70% employee are relationship between safety &satisfaction.and

reaming 15% employee are unsatisfied.

11. The supervision provided to you is?

a) Up to the mark

: 54%

b) Below the level

: 6%

c) Varies from time to time

: 23%

d) Adequate

: 17%

100

Interpretation

54% employee are up to mark, 6% below the level, 23% employee are
varies from time to time and remaining 17% adequate.

12. How do you rate the nature of your present job?

a) Routine

: 0%

b) Satisfying

: 25%

c) Good

: 67%
101

d) Adequate

: 8%

Interpretation

67% employee are good with their job, 25% are satisfied and rem 8%
are adequate .

13. When your performance is questioned by your seniors does it decrease the
level of job satisfaction?
a) Yes

: 70%

b) No

: 15%

102

c) Cant say

: 15%

Interpretation70% employee are say yes decrease the level of job satisfaction and 15%
employee are say no and remaing 15% cany say about it.

14. Do you feel like absent when you are dissatisfied with your work?

a) Yes

: 85%
103

b) No

: 15%

c) Cant say

: 0%

Interpretation85% employee are satisfied and remaining 15% employee are unsatisfied.

15. According to you job satisfaction has an influence on employees turnover?

a) Yes

: 70%
104

b) No

: 15%

c) Cant say

: 15%

Interpretation70% employee are satisfied to influence on employees turnover. And rest o

15% employee are unsatisfied.

DISCUSSIONS

105

These help as stimulus to bring out certain observation which could otherwise
be left out.

A healthy group discussion is extremely useful in forming

strategies for improvement and also locating many bottlenecks.

ANALYSIS OF DATA
The important data collected was analyzed scientifically by means of well
defined steps and depend on the fields of enquiry and groups the information
was classified into data.

SAMPLING
The universe of study was quite large impressing of all together 3095
employees for the present studies, random stratified sampling technique was
used broadly talstrata viz officer and workers were selected as a respondent of
studies will together only those employees were analyzed who worked at P &A
division of HAL. The data has collected was calculated and tabulated in order
to finding and conclusion of study.

106

CONCLUSION

107

CONCLUSION
HAL is a big public sector company of defense personal, it has large
department which is grouped into six different sections:
1. Recruitment HRD.
2. Industrial relation.
3. Establishment.
4. Legal.
5. General administration.
6. Raj Bhasha.

Training has given a lot of practical knowledge for further developments in

various disciplines. I have prepared this report to evaluate and test the depth of
my understanding. Job Satisfaction is a topic which is always difficult to
measure in any organization.

I tried my best to check the level of job

satisfaction of employees towards their job, working at public sector, I tried

my best to make this project. The working environment of HAL is good and
company thinks about satisfaction of its employees.

108

SUGGESTION

109

SUGGESTION
There are so many persons in P&A department who are senior than me by age,
qualification, social experience, professional experience and experience in
understanding human behavior, but I concentrated on the topic very deeply and
thoroughly, the point that are really appreciable in terms of satisfaction level in
HAL are as follows:

Transport facility.

Cleanliness and hygiene plan.

Safety awareness in organization

Death relief fund committee.

Group saving linked insurance scheme.

Relationship with trade union.

The point, which are in need of some change later on so that satisfaction level
would initially adjust the quality and quantity of product according to the
strategies these points are:
1. Appraisal process.
2. Time scale promotion.

3. Communication between equal grade employees.

110

4. HRD approach.
5. Training and development programs.

LIMITATION
The limitation of the present study in terms of time and sample size
acknowledge well in advance as the topic, job satisfaction itself is influenced
by a number of aspects of organization, its policies so this project only deals
with particular aspect of the context. I only got the permission of entry in
P&A department only and was not allow entering the factory. That is why the
problem associated with this is that if few of the employees of this department
are not satisfied this does not mean the equal proportionate numbers of
employees are not satisfied in the factory too.

111

ANNEXURE

112

ANNEXURE

1. According to you the work environment of HAL is?

b) Favorable
c) Uncertain
d) Perfect
e) Certain

1. Does HAL take care about satisfaction of its employees?

a) Yes
b) No
c) Cant say

2. What kind of behavior performed by your boss when you do a mistake?

a) Consult with you

b) Anger
c) Demotion
d) Ignore

113

Are you satisfied with the technique of job evaluation of your

organization?

a) Satisfied
b) Neutral
c) Dissatisfied

Do you think most of the time you are overloaded by the work?

a) Always
b) Sometime
c) Never

114

The organization provides promotion on the basis of?

a) Favoritism
b) Seniority & Performance
c) Any other means

Rate the following sources of job satisfaction according to your

preference?

a) Infrastructure of the company

b) Working environment
c) Good Salary
d) Promotional
e) Recognition in opportunities
f) Facilities given by the organization
g) Work group

While doing your daily work do you experience stress?

a) Yes
b) No
c) Cant say

115

Do the rewards have an effect on your productivity?

a) Yes
b) No
c) Cant say

Is there any relationship between safety and Satisfaction?

a) Yes
b) No
c) Cant say

10 The supervision provided to you is?

a) Up to the mark
b) Below the level
c) Varies from time to time
d) Adequate

116

11 How do you rate the nature of your present job?

a) Routine
b) Satisfying
c) Good
d) Adequate

12 When your performance is questioned by your seniors does it decrease

the level of job satisfaction?

a) Yes
b) No
c) Cant say

13 Do you feel like absent when you are dissatisfied with your work?

a) Yes
b) No
c) Cant say
14 According to you job satisfaction has an influence on employees
turnover?
a) Yes
117

b) No
c) Cant say

Mr. Ashish Saini

Dy. Manager (Per.)

Mr. B.K. Upadhyay

Personnel Officer (IR)

Mr. N.K. Singh

Personnel Officer (IR)

BIBLIOGRAPHY

Mr. Ram Adhar

Asst. Per. Officer

118

BIBLIOGRAPHY

BOOKS
Human resource management by RAO, V.S.P
Research methodology by KOTHARI C.

PRESS RELEASE
News papers -

business standard

Monthly magazines

business world

Front line

WEBSITE

www.ctchr.com

www.hr.ac.in

www.answer.com

119

CURRICULUM VITAE

Akash Deep
Sanker Vihar, Hardoi Road, Lucknow
Contact No: - 9956071921
e-mail- qkqsh.akash007@gmail.com

TO ACHIEVE HIGHER GOALS IN LIFE THROUGH MY

EFFICIENT WORK & TO WORK IN HAL IN A ORDER TO FETCH
REVENUES FOR THE REPUTED FIRM.
JOB OBJECTIVE

Initially I want to work as a manager in an HAL where my education in

management, with a major in Human Resource and Marketing. May be
developed my ultimate goal is to be a manager .
SPECIALIZATION

Human Resource management

Marketing and Sales
ACADEMIC QUALIFICATION

Graduation from Kanpur University (B.A.) in 2005.

Intermediate from U.P Board with Second Div in 2002.
High School from U.P Board with Second Div in 1999.

120

STRENGTH

Good Communication Skill

Self Confident and goal achiever.
Fast Leaner & Quick adapting to any environment
HOBBIES

Reading Books & Listening Music.

Playing Cricket.
PERSONAL DEATILS

Fathers Name

Mr. Shitala Prasad

Nationality

Indian

Languages Known

English and Hindi

Gender

Male

DECLARATION

I hereby declare that all the information furnished above is best to my

knowledge and belief.
Date:-

Place: Lucknow
DEEP)

(AKASH

121