hr and ir practices in MRK sugar mills

Executive Summary

The importance of personnel management is being increasingly realized in industrial and

nonindustrial organization both in India and abroad. The realization has come about because of

increasing complexity of the task of managers and administrators. In most organizations the

problems of getting the competent and relevant people, retaining them, keeping up their

motivation and morale, and helping them to both continuously grow and contribute their best to

the organizations, are now viewed as the most critical problems.

So with this reference the project titled Study of Study of both HR & IR practices has been

conducted, based on the primary research in MRK Sugar Mills, HR Policies prepared by the HR

department in organization. It emphasizes on the importance of a clear cut organization structure

and culture to avoid any confusion in order to achieve maximum result with minimum resources.

The project is aimed to cover maximum knowledge of the HR & IR practices followed in the

organization and how the performance is evaluated of employees, what primary factors are

considered , how data is maintained and finally the evaluation done. Here the HR practices of the

company have been explained to understand how the company follows these practices and the

performance appraisal process adopted. The practical knowledge has been gained mainly by

observing all the activities taking place in the H.R. department. This is a brief study done to have

understanding of the subject H.R., how it is practically implemented, why it is necessary, its

implications & the benefits. With reference to the HR Practices brief knowledge has been gained

how the Recruitment cycle functions, Selection done, Training Calendar prepared, what does

compensation & cost to company means and the steps of performance appraisal

INTRODUCTION:

HR PRACTICES The success of any business depends as much on appropriate, effective,

well-communicated, HR and business practices as it depends on meeting the requirements of

mandated laws and regulations. In fact, good planning and the development of effective practices

make regulatory compliance much easier. HR practices helps in increasing the productivity and

quality, and to gain the competitive advantage of a workforce strategically aligned with the

organization’s goals and objectives.

KPI's For HR PRACTICES Some of the key performance indicators for Human

Resources include but are not limited to the following.

Employees’ clarity on HR policies

Employees’ clarity on roles, responsibilities and expectations

Development of qualitative staff

Number of HR issues arising for which there are no clear policies and guidelines

Competitiveness of compensation structure relative to industry benchmark

Usefulness and accuracy of compensation survey

Lead time to respond to staff welfare issues

Employees’ assessment of promotion criteria and process (clarity, fairness)

Measurement of HR policy violation

Average time required to fill vacancies

Proportion of training programs resulting in productivity improvement

Staff attrition rate

Understanding / Clarity of the Organizational philosophy

Outline Internal capabilities and identify gaps on skills-competencies-behavioral aspects.

Employers are realizing that the success of an organization relies on more than hiring

qualified candidates. Effective human resource (HR) planning and management is required at all

stages of an employee’s corporate lifecycle to help ensure employee growth and satisfaction.

Employee satisfaction is vital to the success of an organization because of its direct impact on

productivity. When employees are satisfied, they are more likely to produce high quality work,

optimize performance, and exercise more critical thought and creativity. This combination of

high satisfaction and maximum productivity amounts to employee engagement.

COMPANY PROFILE

M/s. M.R. Krishnamurthy Co-operative Sugar Ltd. had been registered as a Coop.

Society in 1987 under the Tamil Nadu Coop. Societies Act 1983 with the object of

manufacturing and sale of sugar along with the byproducts to the best advantage of the Share

Holding members. The mills started its business in 1990. The capacity of the mills is 2500 TCD.

M/S. M.R. Krishnamurthy Co-operative Sugar Ltd. is promoting 45 KLD multi product Ethanol

in same premises Sethiathope village, Chidambaram Taluk, Cuddalore District in Tamil Nadu.

Plant Location:

The proposed distillery plant is to be located at S.F. Nos. 110, 113 A, 114, Sethiathope

village, Chidambaram Taluk, Cuddalore District. This proposed site is located about 16 km away

from Chidambaram and it is in-between the road connecting Mannargudi and Panruti. The site is

located in the Eastern of this road. The nearest Major railway station is Virudhachalam. The

gross assets value of the proposed project cost is 36 crores.

Products Manufactured:

Alcohol production (Rectified Spirit ) from molasses 45.0 KL / Day Anhydrous Alcohol 40.8 KL / Day

Raw Materials

S.No. Raw Material Quantity

1. Cane Molasses 196 MT/Day 2. D.A.P. / Urea 45 Kg/ Day 3. Antifoam Oil 90 kg/Day 4. Sulphuric Acid 67.5 Kg/day

Manufacturing Process:

Molasses is diluted with process water and calculated quantity of yeast isadded. Air is

passed through the above diluted molasses with the first two fermentors and CO2 is passed in the

balance three fermentors. The enzymes produced during the yeast metabolism converts the

fermentable sugars present in the molasses to ethyl alcohol and Carbon di-oxide gas. The

fermented liquid containing ethyl alcohol is distilled in the series of distillationcolumn to

produce industrial alcohol (Rectified sprit), Extra neutral alcohol and anhydrous Alcohol.

Molasses with process water in constant proportion is continuously fed to the 1st three

fermentors, air is passed in the 1st two fermentors. The Carbon dioxide gas generated in the 1st 2

fermentors is passed into balance three fermentors. The diluted molasses flows from 1st

fermentor to 5th fermentors. During this flow the ethyl alcohol is produced by the action of

enzymes in the yeast as fermented liquid. The fermented liquid is settled in the settling tanks and

the clear liquid is taken to the distillation column for ethyl alcohol distillation.

Rectified spirit:

The fermented liquid is fed at the top of the distillation column and at the bottom steam is

passed. The generated alcohol vapours are concentrated in the distillation column and cooled in

the condensers to get Industrial alcohol (Rectified spirit) which contains 95% of ethyl alcohol.

Anhydrous Alcohol:

The Anhydrous Alcohol is manufactured from Industrial alcohol (Rectifiedspirit) by

Molecular Sieve System. The Industrial alcohol is vaporized in the evaporation column and fed

into the molecular Sieves where the water vapour gets absorbed and the pure Alcohol vapour is

collected and cooled to get Anhydrous Alcohol.

Power and Fuels:

Total Power requirement of the Plant will be 500 KWH. Total Power and steam will be

obtained from its sister concern M/s. M.R. Krishnamurthy Coop. Sugars Mills Ltd.

(Cogeneration Plant) or the boiler and turbogenerator from distillery plant itself.

Raw Water:

The total requirement of raw water for this unit will be 548.5 KLD, which will be met

from wells inside the factory premises.

Land:

The total area allotted for this factory is 20 acres.

Manpower:

The plant will have about 57 employees per day for its normal working.

Organization Structure:

The Senior General Manager is responsible for the factory operations. There are several

executives for various sections such as Production, Human Resource, Purchase, Store, Accounts,

Environmental & Safety, Maintenance,and Quality Control etc.

REVIEW OF LITERATURE

Michael Muller 1998,Most of the research about HRM and IR practices of MNCs in

their host country has been conducted in deregulated countries such as the UK and the US. Host

countries with relatively weak institutional arrangements facilitate the transfer of home-country

practices. In contrast, those with institutionally strong systems, such as Germany, impose

stronger pressures for adaptation. This paper reports research about nine US and four UK

subsidiaries operating in Germany. It examines how their HRM and IR practices are shaped by

German labour and IR institutions, how they differ from a control group of indigenous firms and

what room for manoeuvre is left for the introduction of home-country practices. The main

conclusions are that small and medium-sized subsidiaries in particular can to some extent avoid

the pressures exerted by German labour and IR institutions. This facilitates the transfer of home-

country practices. However, even larger affiliates that comply with the German institutions can

transfer practices from their parent company. The highly regulated German system leaves some

room for flexibility. Nevertheless, the institutional environment prevents large companies from

following a unitarist HRM and IR approach.

THE RELATIONSHIP BETWEEN HR PRACTICES AND FIRM

PERFORMANCE: EXAMINING CAUSAL ORDER PATRICK M. WRIGHT,TIMOTHY

M. GARDNER, LISA M. MOYNIHAN,MATHEW R. ALLEN (2005), Significant research

attention has been devoted to examining the relationship between HR practices and firm

performance, and research support has assumed HR as the causal variable.

Using data from 45 business units (with 62 data points), this study examines how

measures of HR practices correlate with past, concurrent, and future operational performance

measures. The results indicate that correlations with performance measures at all 3 times are both

high and invariant, and that controlling for past or concurrent performance virtually eliminates

the correlation of HR practices with future performance. Implications are discussed.

The impact of HR practices on the performance of business units,Patrick M.

Wright, Timothy M. Gardner, Lisa M. Moynihan. (2006), This article examines the impact of

HR practices and organisational commitment on the operating performance and profitability of

business units. Using a predictive design with a sample of 50 autonomous business units within

the same corporation, the article reveals that both organisational commitment and HR practices

are significantly related to operational measures of performance, as well as operating expenses

and pre-tax profits.

Moving HR to a higher level: HR practices and organizational effectiveness. Ostroff,

Cheri; Bowen, David E. Klein, Katherine J. (Ed); Kozlowski, Steve W. J. (Ed),

(2000).Integrates the 3 primary streams of research—individual-level, organization-level, and

cross- or multilevel approaches—into a cohesive multilevel framework. The chapter also

proposes a meso paradigm for understanding linkages between human resource (HR) practices

and firm performance. The authors adopt the perspective that HR practices shape the skills,

attitudes, and behaviors of an organization's workforce, and these skills, attitudes, and behaviors

in turn influence organizational behavior and that HR practices can have a direct impact on firm

performance by creating structural and operational efficiencies.

Further, the authors adopt a multidimensional view whereby there are multiple

configurations of HR practices that drive climates and contracts, multiple climates and contracts

that guide the behavior and attitudes of the workforce, and multiple dimensions of firm

performance and effectiveness.

Definition:

As outlined above, the process of defining HRM leads us to two different definitions. The

first definition of HRM is that it is the process of managing people in organizations in a

structured and thorough manner. This covers the fields of staffing (hiring people), retention of

people, pay and perks setting and management, performance management, change management

and taking care of exits from the company to round off the activities. This is the traditional

definition of HRM which leads some experts to define it as a modern version of the Personnel

Management function that was used earlier.

The second definition of HRM encompasses the management of people in organizations

from a macro perspective i.e. managing people in the form of a collective relationship between

management and employees. This approach focuses on the objectives and outcomes of the HRM

function. What this means is that the HR function in contemporary organizations is concerned

with the notions of people enabling, people development and a focus on making the

“employment relationship” fulfilling for both the management and employees.

These definitions emphasize the difference between Personnel Management as defined in

the second paragraph and human resource management as described in the third paragraph. To

put it in one sentence, personnel management is essentially “workforce” centered whereas

human resource management is “resource” centered. The key difference is HRM in recent times

is about fulfilling management objectives of providing and deploying people and a greater

emphasis on planning, monitoring and control.

HR practices:

The role of Human Resources is changing as fast as technology and the global

marketplace. Historically, the HR Department was viewed as administration, kept personal files

and other records, managed the hiring process, and provided other administrative support to the

business. Those times have changed.

The positive result of these changes is that HR professionals have the opportunity to play

a more strategic role in the business. The challenge for HR managers is to keep up to date with

the latest HR innovations-technological, legal, and otherwise.

This special report will discuss the best practices in HR management for 2012-in other

words, how HR managers can anticipate and address some of the most challenging HR issues

this year. This report will give you the information you need to know about these current HR

challenges and how to most effectively manage them in your workplace.

Human resources is an increasingly broadening term with which an organization, or other

human system describes the combination of traditionally administrative personnel functions with

acquisition and application of skills, knowledge and experience, Employee Relations and

resource planning at various levels.

The field draws upon concepts developed in Industrial/Organizational Psychology and

System Theory. Human resources has at least two related interpretations depending on context.

The original usage derives from political economy and economics, where it was

traditionally called labor, one of four factors of production although this perspective is changing

as a function of new and ongoing research into more strategic approaches at national levels. This

first usage is used more in terms of `human resources development', and can go beyond just

organizations to the level of nations. The more traditional usage within corporations and

businesses refers to the individuals within a firm or agency, and to the portion of the organization

that deals with hiring, firing, training, and other personnel issues, typically referred to as `human

resources management'. This article addresses both definitions.

The objective of human resource's' development (the `s' is important in human resource`s'

in that it underscores indiduality/variability) is to foster human resourcefulness through

enlightened and cohesive policies in education, training, health and employment at all levels,

from corporate to national (Lawrence 2000) Human resource management's objective, on the

other hand, is to maximize the return on investment from the organization's human capital and

minimize financial risk. It is the responsibility of human resource managers in a corporate

context to conduct these activities in an effective, legal, fair, and consistent manner

Human resource management serves these key functions:

Recruitment & Selection

Training and Development

Performance Evaluation and Management

Promotions

Redundancy

Industrial and Employee Relations

Record keeping of all personal data.

Compensation, pensions, bonuses etc in liaison with Payroll

Confidential advice to internal 'customers' in relation to problems at work

Career development

Modern analysis emphasizes that human beings are not "commodities" or "resources",

but are creative and social beings in a productive enterprise. The 2000 revision of ISO 9001 in

contrast requires to identify the processes, their sequence and interaction, and to define and

communicate responsibilities and authorities. In general, heavily unionized nations such as

France and Germany have adopted and encouraged such job descriptions especially within trade

unions. The International Labour Organization also in 2001 decided to revisit, and revise its 1975

Recommendation 150 on Human Resources Development.

One view of these trends is that a strong social consensus on political economy and a

good social welfare system facilitates labor mobility and tends to make the entire economy more

productive, as labor can develop skills and experience in various ways, and move from one

enterprise to another with little controversy or difficulty in adapting. Another view is that

governments should become more aware of their national role in facilitating human resources

development across all sectors.

IR practices:

Industrial relations has become one of the most delicate and complex problems of

modern industrial society. Industrial progress is impossible without cooperation of labors and

harmonious relationships. Therefore, it is in the interest of all to create and maintain good

relations between employees (labor) and employers (management).

The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and ‘Relations’.

“Industry” refers to “any productive activity in which an individual (or a group of individuals) is

(are) engaged”. By “relations” we mean “the relationships that exist within the industry between

the employer and his workmen.” The term industrial relations explains the relationship between

employees and management which stem directly or indirectly from union-employer relationship.

Industrial relations are the relationships between employees and employers within the

organizational settings. The field of industrial relations looks at the relationship between

management and workers, particularly groups of workers represented by a union. Industrial

relations are basically the interactions between employers, employees and the government, and

the institutions and associations through which such interactions are mediated.

The term industrial relations has a broad as well as a narrow outlook. Originally,

industrial relations was broadly defined to include the relationships and interactions between

employers and employees. From this perspective, industrial relations covers all aspects of the

employment relationship, including human resource management, employee relations, and

union-management (or labor) relations.

Now its meaning has become more specific and restricted. Accordingly, industrial

relations pertains to the study and practice of collective bargaining, trade unionism, and labor-

management relations, while human resource management is a separate, largely distinct field that

deals with nonunion employment relationships and the personnel practices and policies of

employers.

The relationships which arise at and out of the workplace generally include the

relationships between individual workers, the relationships between workers and their employer,

the relationships between employers, the relationships employers and workers have with the

organizations formed to promote their respective interests, and the relations between those

organizations, at all levels.

Industrial relations also includes the processes through which these relationships are

expressed (such as, collective bargaining, workers’ participation in decision-making, and

grievance and dispute settlement), and the management of conflict between employers, workers

and trade unions, when it arises.

OBJECTIVES:

To study the existing Human Resources and Industrial Relation practices being adapted

by Neyveli Lignite Corporation Limited, Neyveli.

To analyze the factors influencing the HR & IR practices in NLC.

To study the impact of HR & IR practices on employee productivity and suggest the

measures for improving the same.

To ascertain the present system of innovative HR & IR practices and suggest the

alternative means to improve the effectiveness.

To study the opinion of the employees towards the present innovative HR & IR practices

followed and practiced in NLC.

To highlight how the innovative HR & IR practices facilitate smooth functioning of IR

practices in NLC.

RESEARCH METHODOLOGY

Research:

Research is a process in which the researcher wishes to find out the end result for a given

problem and thus the solution helps in future course of action. The research has been defined as

“A careful investigation or enquiry especially through search for new facts in any branch of

knowledge.

Research Methodology:

The procedure using, which researchers go about their work of describing, explaining and

predicting phenomena, is called Methodology. Methods compromise the procedures used for

generating, collecting and evaluating data. Methods are the ways of obtaining information useful

for assessing explanations.

Research Design:

Research design is the specification of the method and procedure for acquiring the

information needed to solve the problem.

The research design followed for this research study is descriptive research design where

we find a solution to an existing problem. The problem of the study is to find out the “HR & IR

practices in NLC”.

Type of Research:

The type of research used in this project is descriptive in nature. Descriptive research is

essentially a fact-finding related largely to the present, abstracting generations by cross sectional

study of the current situation. The descriptive methods are extensively used in the physical and

natural science, for instance when physics measure, biology classifies, zoology dissects and

geology studies the rocks. But its use in social science is more common, as in socio economic

surveys and job and activity analysis.

Descriptive research aims at,

1 To portray the characteristics of a particular individual situation, or group (with or

without specific initial hypothesis about the nature of these characteristics).

2 To determine the frequency with which something occurs or with which it is associated

with something else (usually, but not always, with a specific initial hypothesis).

Data Collection Method:

Survey method is considered the best method for data collection of data and the tools

used for data collection are Questionnaire. This method is quite popular particularly in case of

big enquires. Private individuals, research works, private and public organizations and even

government are adopting it.

In this method a questionnaire is sent to the persons concerned with a request to answer

and return the questionnaire. A questionnaire consists of a number of question involves both

specific and general questions relating to HR & IR practices.

Sources of Data:

The two sources of data collection are namely Primary & Secondary.

Primary Data:

Primary data are fresh data collected through survey from the employees using the

questionnaire. Questionnaire helps to recognize the employee’s perception regarding the HR &

IR practices and their problematic areas.

Secondary Data:

Secondary data are collected from the past records & books and various journals,

magazines etc. regarding the HR & IR practices and there impacts .

Period of the Study:

The period of the study is done for xxx weeks.

Statistical tools used:

Percentage method

Chi-square test

PERCENTAGE METHOD

In this project Percentage method test was used. The percentage method is used to know

the accurate percentages of the data we took, it is easy to graph out through the percentages. The

following are the formula

No of Respondent Percentage of Respondent = x 100 Total no. of Respondents

From the above formula, we can get percentages of the data given by the respondents.

CHI-SQUARE ANALYSIS

In this project chi-square test was used. This is an analysis of technique which analyzed the

stated data in the project. It analysis the assumed data and calculated in the study. The Chi-

square test is an important test amongst the several tests of significant developed by statistical.

Chi-square, symbolically written as x2 (Pronounce as Ki-Spare), is a statistical measure used in

the context of sampling analysis for comparing a variance to a theoretical variance.

Formula

(O-E) 2 2 = E

O = Observed frequency

E = Expected frequency

Sample Design:

Universe : xxxx

Sample Element : Employees

Sample Size : 100 samples

Sample Test : Percentage Method, Chi-square test,

Sample Media : Questionnaire

DATA ANALYSIS AND INTREPRETATION

Table 4.1: Gender of the respondents.

PARTICULARS FREQUENCY PERCENTAGE

Male 95 95%

Female 5 5%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 95% of the respondents are male, 5% of the

respondents are female.

Chart 4.1: Gender of the respondents.

95%

5%

MaleFemale

Table 4.2: Age of the respondents.


Below 20 years 1 1%

21 - 30 years 1 1%

31 - 40 years 17 17%

Above 40 years 81 81%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that,81% of the respondents are belongs to the age

above 40 years, 17% of the respondents are belongs to the age group between 31 – 40 years, 1%

of the respondents are belongs to the age group between 21 – 30 years, 1% are belongs to the age

group below 20 years.

Chart 4.2: Age of the respondents.

Below 20 years 21 - 30 years 31 - 40 years Above 40 years0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

1% 1%

17%

81%

Age group

Perc

enta

ge

Table 4.3: Marital status of the respondents.


Married 97 97%

Unmarried 3 3%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 97% of the respondents are married, 3% of the

respondents are unmarried.

Chart 4.3: Marital status of the respondents.

97%

3%

MarriedUnmarried

Table 4.4: Educational qualification of the respondents.


SSLC 30 30%

HSC 19 19%

Diploma 26 26%

UG 12 12%

PG 13 13%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 30% of the respondents are SSLC qualified, 26%

of the respondents are Diploma, 19% of the respondents are HSC, 13% of the respondents are

PG, 12% of the respondents are belongs to UG.

Chart4.4: Educational qualification of the respondents.

SSLC

HSC

Diploma

UG

PG

0% 5% 10% 15% 20% 25% 30%

30%

19%

26%

12%

13%

Percentage

Educ

ation

al Qu

alific

ation

Table 4.5: Working departments of the employees.


Production 38 38%

HR 5 5%

Stores 7 7%

Accounts 9 9%

Maintenance 41 41%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 41% of the respondents are working in the

maintenance, 38% of the respondents are working in the production, 9% of the respondents are

working in the accounts, 7% of the respondents are working in the stores, 5% of the respondents

are working in the HR department.

Chart 4.5: Working departments of the employees.

Production HR Stores Accounts Maintenance0%

5%

10%

15%

20%

25%

30%

35%

40%

45%38%

5%7%

9%

41%

Department

Perc

enta

ge

Table 4.6: Work experience of the employees.


Below 2 years 0 0%

3 - 6 years 2 2%

7 - 10 years 3 3%

Above 10 years 95 95%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 95% of the respondents are in the work

experience of above 10 years, 3% of the respondents are in the work experience between 7 – 10

years, 2% of the respondents are in the work experience between 3 – 6 years, 0% of the

respondents are in the work experience of below 2 years in the company.

Chart 4.6: Work experience of the employees.

Below 2 years

3 - 6 years

7 - 10 years

Above 10 years

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

0%

2%

3%

95%

Percentage

Expe

rienc

e

Table 4.7: Monthly income of the employees.


Below 10,000 11 11%

10,001 – 15000 45 45%

15,001 - 20,000 40 40%

Above 20,000 4 4%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 45% of the respondents are in the monthly

income between 10,001 – 15,000, 40% of the respondents are in the monthly income between

15,001 – 20,000, 11% of the respondents are in the monthly income below 10,000, 4% of the

respondents are in the monthly income above 20,000 in the company.

Chart 4.7: Monthly income of the employees.

Below 10,000 10,001 – 15000 15,001 - 20,000 Above 20,0000%

5%

10%

15%

20%

25%

30%

35%

40%

45%

11%

45%

40%

4%

Experience

Perc

enta

ge

Table 4.8: HR & IR department is essential for smooth functioning of the management.


Not at all 15 15%

To a small extent 31 31%

Moderate extent 39 39%

To a large extent 11 11%

Greater extent 4 4%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 39% of the respondents are in moderate extent

towards the HR & IR department, 31% of the respondents are small extent towards the HR & IR

department, 15% of the respondents are in not at all towards the HR & IR department, 11% of

the respondents are in large extent towards the HR & IR department, 4% of the respondents are

in greater extent towards the HR & IR department in smooth functioning of the management.

Chart 4.8: HR & IR department is essential for smooth functioning of the management.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35% 40%

15%

31%

39%

11%

4%

Percentage

Table 4.9: Present HR & IR practices helps to realize the mission of the company.


Not at all 8 8%




Greater extent 9 9%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 31% of the respondents are to a large extent

towards the present HR & IR practices helps in realize the mission of the company, 26% of the

respondents are to a small extent towards the present HR & IR practices helps in realize the

mission of the company, 26% of the respondents are to a moderate extent towards the present

HR & IR practices helps in realize the mission of the company, 9% of the respondents are to a

greater extent towards the present HR & IR practices helps in realize the mission of the

company, 8% of the respondents are not all in agreeing towards the present HR & IR practices

helps in realize the mission of the company.

Chart 4.9: Present HR & IR practices helps to realize the mission of the company.

Not at all To a small extent Moderate extent To a large extent Greater extent0%

5%

10%

15%

20%

25%

30%

35%

8%

26% 26%

31%

9%

Perc

enta

ge

Table 4.10: Existing HR & IR practices are adaptive & proactive.


Not at all 15 15%




Greater extent 13 13%

Total 100 100%

INTREPRETATION:


about the existing HR & IR practices, 24% of the respondents are in small extent about the

existing HR & IR practices, 15% of the respondents are in not all about the existing HR & IR

practices, 13% of the respondents are in greater extent about the existing HR & IR practices,

11% of the respondents are in large extent about the existing HR & IR practices are adaptive &

proactive.

Chart 4.10: Existing HR & IR practices are adaptive & proactive.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35% 40%

15%

24%

37%

11%

13%

Percentage

Table 4.11: Future and success of the organization is depending to great extent of innovative HR & IR practices.


Not at all 19 19%





Total 100 100%

INTREPRETATION:


towards HR & IR practices, 24% of the respondents are in small extent towards HR & IR

practices, 19% of the respondents are in not all towards HR & IR practices, 17% of the

respondents are in greater extent towards HR & IR practices, 5% of the respondents are in large

extent towards HR & IR practices for the future and success of the organization.

Chart 4.11: Future and success of the organization is depending to great extent of innovative HR & IR practices.


5%

10%

15%

20%

25%

30%

35%

19%

24%

35%

5%

17%

Perc

enta

ge

Table 4.12: HR & IR department works towards in improvement of employee morale, motivation and welfare of the organization.


Not at all 14 14%





Total 100 100%

INTREPRETATION:


about the HR & IR department, 28% of the respondents are in small extent about the HR & IR

department, 15% of the respondents are in greater extent about the HR & IR department, 14% of

the respondents are in not all about the HR & IR department, 6% of the respondents are in large

extent about the HR & IR department in improving the employee morale, motivation and welfare

of the organization.

Chart 4.12: HR & IR department works towards in improvement of employee morale, motivation and welfare of the organization.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35% 40%

14%

28%

37%

6%

15%

Percentage

Table 4.13: HR & IR practices aims in motivating the employees in the right direction towards in attainment of management objectives .


Not at all 26 26%





Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 29% of the respondents are in small extent

towards the HR & IR practices aims in motivating the employees in right direction in achieving

the management objectives, 26% of the respondents are in not all towards the HR & IR practices

aims in motivating the employees in right direction in achieving the management objectives,

25% of the respondents are in moderate extent towards the HR & IR practices aims in motivating

the employees in right direction in achieving the management objectives, 12% of the respondents

are in greater extent towards the HR & IR practices aims in motivating the employees in right

direction in achieving the management objectives, 8% of the respondents are in large extent

towards the HR & IR practices aims in motivating the employees in right direction in achieving

the management objectives.

Chart 4.13: HR & IR practices aims in motivating the employees in the right direction towards in attainment of management objectives .


5%

10%

15%

20%

25%

30%26%

29%

25%

8%

12%

Perc

enta

ge

Table 4.14: An HR & IR practice provides employees in individualized career planning.


Not at all 11 11%




Greater extent 7 7%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 51% of the respondents are in small extent in HR

& IR practices in career planning, 25% of the respondents are in moderate extent in HR & IR

practices in career planning, 11% of the respondents are in not all in HR & IR practices in career

planning, 7% of the respondents are in greater extent in HR & IR practices in career planning,

6% of the respondents are in large extent in HR & IR practices in career planning.

Chart 4.14: An HR & IR practice provides employees in individualized career planning

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 10% 20% 30% 40% 50% 60%

11%

51%

25%

6%

7%

Percentage

Table 4.15: Competitive environment of the organization flexible to innovative HR & IR practices.


Not at all 10 10%





Total 100 100%

INTREPRETATION:


towards the innovative HR & IR practices, 24% of the respondents are in moderate extent

towards the innovative HR & IR practices, 13% of the respondents are in greater extent towards

the innovative HR & IR practices,10% of the respondents are in not at all towards the innovative

HR & IR practices,5% of the respondents are in large extent towards the innovative HR & IR

practices in the competitive environment of the organization.

Chart 4.15: Competitive environment of the organization flexible to innovative HR & IR practices.


10%

20%

30%

40%

50%

60%

10%

48%

24%

5%

13%

Perce

ntag

e

Table 4.16: HR department provides guidance for achieving and maintaining Industrial Harmony.


Not at all 6 6%




Greater extent 7 7%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 53% of the respondents are at small extent toward

the HR department in achieving and maintaining Industrial harmony, 24% of the respondents are

at moderate extent toward the HR department in achieving and maintaining Industrial harmony,

10% of the respondents are at large extent toward the HR department in achieving and

maintaining Industrial harmony, 7% of the respondents are at greater extent toward the HR

department in achieving and maintaining Industrial harmony, 6% of the respondents are not at all

toward the HR department in achieving and maintaining Industrial harmony.

Table 4.16: HR department provides guidance for achieving and maintaining Industrial Harmony.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 10% 20% 30% 40% 50% 60%

6%

53%

24%

10%

7%

Percentage

Table 4.17: HR department periodically updates the existing policies system and procedure.


Not at all 12 12%




Greater extent 7 7%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 36% of the respondents are at moderate extent

that the HR department periodically updates the existing policies and procedure, 27% of the

respondents are at small extent that the HR department periodically updates the existing policies

and procedure, 18% of the respondents are at large extent that the HR department periodically

updates the existing policies and procedure, 12% of the respondents are not at all that the HR

department periodically updates the existing policies and procedure, 7% of the respondents are at

greater extent that the HR department periodically updates the existing policies and procedure.

Chart 4.17: HR department periodically updates the existing policies system and procedure.


5%

10%

15%

20%

25%

30%

35%

40%

12%

27%

36%

18%

7%

Perc

enta

ge

Table 4.18: Satisfaction of the present promotion & recruitment policies .


Not at all 10 10%





Total 100 100%

INTREPRETATION:


with the present promotion & recruitment policies, 29% of the respondents are in small extent

with the present promotion & recruitment policies, 16% of the respondents are in greater extent

with the present promotion & recruitment policies, 10% of the respondents are in large extent

with the present promotion & recruitment policies, 10% of the respondents are in not at all with

the present promotion & recruitment policies.

Chart 4.18: Satisfaction of the present promotion & recruitment policies .

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35%

10%

29%

35%

10%

16%

Percentage

Table 4.19: HR department acts as an career counselor in choosing their career path.


Not at all 15 15%




Greater extent 9 9%

Total 100 100%

INTREPRETATION:


towards the HR department in choosing their career path, 30% of the respondents are in

moderate extent towards the HR department in choosing their career path, 15% of the

respondents are in not at all towards the HR department in choosing their career path, 9% of the

respondents are in greater extent towards the HR department in choosing their career path, 6% of

the respondents are in large extent towards the HR department in choosing their career path.

Chart 4.19: HR department acts as an career counselor in choosing their career path.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35% 40%

15%

40%

30%

6%

9%

Percentage

Table 4.20: Existing performance appraisal system is effective and serves the purpose.


Not at all 9 9%




Greater extent 7 7%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 46% of the respondents are in moderate extent in

the performance appraisal system is effective, 21% of the respondents are in small extent in the

performance appraisal system is effective, 17% of the respondents are in large extent in the

performance appraisal system is effective, 9% of the respondents are not at all in the

performance appraisal system is effective, 7% of the respondents are in greater extent in the

performance appraisal system is effective and serves the purpose.

Chart 4.20: Existing performance appraisal system is effective and serves the purpose.


5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

9%

21%

46%

17%

7%

Perc

enta

ge

Table 4.21: Company has well developed & well co-ordinate set of HR policies & procedures.


Not at all 10 10%





Total 100 100%

INTREPRETATION:


that the company has well developed and co-ordinate sets of HR policies, 24% of the

respondents are in small extent that the company has well developed and co-ordinate sets of HR

policies, 13% of the respondents are in large extent that the company has well developed and co-

ordinate sets of HR policies, 11% of the respondents are in greater extent that the company has

well developed and co-ordinate sets of HR policies, 10% of the respondents are not at all that the

company has well developed and co-ordinate sets of HR policies.

Chart 4.21: Company has well developed & well co-ordinate set of HR policies & procedures.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

10%

24%

42%

13%

11%

Percentage

Table 4.22: Company’s HR policies & procedures provides value added contribution to all employees.


Not at all 14 14%

To a small extent \40 40%




Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 40% of the respondents are at small extent with

the company’s HR policies and procedures, 23% of the respondents are at moderate extent with

the company’s HR policies and procedures, 14% of the respondents are not at all with the

company’s HR policies and procedures, 12% of the respondents are at large extent with the

company’s HR policies and procedures, 11% of the respondents are at greater extent with the

company’s HR policies and procedures in value added contribution to all employees.

4.22: Company’s HR policies & procedures provides value added contribution to all employees.


5%

10%

15%

20%

25%

30%

35%

40%

Perc

enta

ge

Table 4.23:Satisfication of the existing inter unit transfer system.


Not at all 19 19%




Greater extent 9 9%

Total 100 100%

INTREPRETATION:


towards the satisfaction of the inter unit transfer system, 30% of the respondents are in small

extent towards the satisfaction of the inter unit transfer system, 19% of the respondents are not

at all towards the satisfaction of the inter unit transfer system, 9% of the respondents are in

greater extent towards the satisfaction of the inter unit transfer system, 4% of the respondents

are in large extent towards the satisfaction of the inter unit transfer system in the company.

Chart 4.23:Satisfication of the existing inter unit transfer system.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35% 40%

19%

30%

38%

4%

9%

Percentage

Table 4.24: Industrial relation climate of the company is healthy.


Not at all 7 7%




Greater extent 7 7%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 41% of the respondents are with small extent

about the industrial relation climate, 33% of the respondents are with moderate extent about the

industrial relation climate, 12% of the respondents are with large extent about the industrial

relation climate, 7% of the respondents are with greater extent about the industrial relation

climate, 7% of the respondents are not at all about the industrial relation climate is healthy in the

company.

Chart 4.24: Industrial relation climate of the company is healthy.


5%

10%

15%

20%

25%

30%

35%

40%

45%

7%

41%

33%

12%

7%

Perc

enta

ge

Table 4.25: Satisfaction with the grievance redress system.


Not at all 11 11%





Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 45% of the respondents are moderate extent with

the grievance redress system, 20% of the respondents are small extent with the grievance redress

system, 13% of the respondents are large extent with the grievance redress system, 11% of the

respondents are greater extent with the grievance redress system, 11% of the respondents are not

at all with the grievance redress system of the company.

Chart 4.25: Satisfaction with the grievance redress system

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

11%

20%

45%

13%

11%

Percentage

Table 4.26: Industrial disputes are amicably settled.


Not at all 10 10%




Greater extent 7 7%

Total 100 100%

INTREPRETATION:


the industrial disputes settlement, 36% of the respondents are at moderate extent with the

industrial disputes settlement, 10% of the respondents are not at all with the industrial disputes

settlement, 9% of the respondents are at large extent with the industrial disputes settlement, 7%

of the respondents are at greater extent with the industrial disputes settlement of the company.

Chart 4.26: Industrial disputes are amicably settled.


5%

10%

15%

20%

25%

30%

35%

40%

10%

38%36%

9%7%

Perc

enta

ge

Table 4.27: HR & IR integrate labor, industrial relations union and management co-operation.


Not at all 5 5%





Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 48% of the respondents are with the small extent

towards the HR& IR integrate labor, industrial relation union and management co-operation,

26% of the respondents are with the moderate extent towards the HR& IR integrate labor,

industrial relation union and management co-operation, 14% of the respondents are with the

greater extent towards the HR& IR integrate labor, industrial relation union and management

co-operation, 7% of the respondents are with the large extent towards the HR& IR integrate

labor, industrial relation union and management co-operation, 5% of the respondents are not at

all towards the HR& IR integrate labor, industrial relation union and management co-operation.

Chart 4.27: HR & IR integrate labor, industrial relations union and management co-operation.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

5%

48%

26%

7%

14%

Percentage

Table 4.28: Satisfaction with the existing welfare measures.


Not at all 3 3%





Total 100 100%

INTREPRETATION:


with satisfaction with the existing welfare measures, 26% of the respondents are at greater extent

with satisfaction with the existing welfare measures, 19% of the respondents are at small extent

with satisfaction with the existing welfare measures, 5% of the respondents are at large extent

with satisfaction with the existing welfare measures, 3% of the respondents are not at all with

satisfaction with the existing welfare measures in the company

Chart 4.28: Satisfaction with the existing welfare measures.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

3%

19%

47%

5%

26%

Percentage

Table 4.29: Satisfaction with the existing disputes settlement committee.


Not at all 5 5%




Greater extent 6 6%

Total 100 100%

INTREPRETATION:


the existing disputes settlement committee, 23% of the respondents are at moderate extent with

the existing disputes settlement committee, 18% of the respondents are at large extent with the

existing disputes settlement committee, 6% of the respondents are at greater extent with the

existing disputes settlement committee, 5% of the respondents are not at all with the existing

disputes settlement committee of the company.

Chart 4.29: Satisfaction with the existing disputes settlement committee.


5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

5%

48%

23%

18%

6%

Perc

enta

ge

Table 4.30: Satisfaction with the existing safety and healthy measures.


Not at all 6 6%





Total 100 100%

INTREPRETATION:


the existing safety and healthy measures, 32% of the respondents are at moderate extent with the

existing safety and healthy measures, 14% of the respondents are at large extent with the existing

safety and healthy measures, 11% of the respondents are at greater extent with the existing safety

and healthy measures, 6% of the respondents are not at all with the existing safety and healthy

measures of the company.

Chart 4.30: Satisfaction with the existing safety and healthy measures.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35% 40%

6%

37%

32%

14%

11%

Percentage

Table 4.31: Worker’s participation in management is helps in promoting industrial democracy.


Not at all 10 10%




Greater extent 8 8%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 39% of the respondents are with the small extent

towards the workers participation in industrial democracy, 37% of the respondents are with the

moderate extent towards the workers participation in industrial democracy, 10% of the

respondents are not at all towards the workers participation in industrial democracy, 8% of the

respondents are with the greater extent towards the workers participation in industrial

democracy, 6% of the respondents are with the large extent towards the workers participation in

industrial democracy.

Chart 4.31: Worker’s participation in management is helps in promoting industrial democracy.


5%

10%

15%

20%

25%

30%

35%

40%

45%

10%

39%37%

6%8%

Perc

enta

ge

Table 4.32: Existing practices helps to meet out training needs and ensure effective utilization of knowledge.


Not at all 9 9%





Total 100 100%

INTREPRETATION:


the existing practices, 31% of the respondents are at moderate extent with the existing practices,

16% of the respondents are at large extent with the existing practices, 10% of the respondents are

at greater extent with the existing practices, 9% of the respondents are not at all with the existing

practices which helps to meet the training needs and effective utilization of knowledge.

Chart 4.32: Existing practices helps to meet out training needs and ensure effective utilization of knowledge.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35%

9%

34%

31%

16%

10%

Percentage

Table 4.33: Existing Training and Development framed with the objectives of improving the skill of the employees.


Not at all 7 7%




Greater extent 4 4%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 49% of the respondents are small extent towards

the existing training and development for improving skill of the employees, 30% of the

respondents are moderate extent towards the existing training and development for improving

skill of the employees, 10% of the respondents are large extent towards the existing training and

development for improving skill of the employees, 7% of the respondents are not at all towards

the existing training and development for improving skill of the employees, 4% of the

respondents are greater extent towards the existing training and development for improving skill

of the employees.

Chart 4.33: Existing Training and Development framed with the objectives of improving the skill of the employees


5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

7%

49%

30%

10%

4%

Perc

enta

ge

Table 4.34: Existing Training and Development increases the quality of human relation in the organization.


Not at all 8 8%





Total 100 100%

INTREPRETATION:


the existing training and development increases the quality of human relation in the organization,

23% of the respondents are at moderate extent with the existing training and development

increases the quality of human relation in the organization, 11% of the respondents are at greater

extent with the existing training and development increases the quality of human relation in the

organization, 8% of the respondents are not at all with the existing training and development

increases the quality of human relation in the organization, 4% of the respondents are large

extent with the existing training and development increases the quality of human relation in the

organization.

Chart 4.34: Existing Training and Development increases the quality of human relation in the organization.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 10% 20% 30% 40% 50% 60%

8%

54%

23%

4%

11%

Percentage

Table 4.35: Training and Development improve the value of the individual employees in terms of self development career growth.


Not at all 7 7%

To a small extent41

41%



Greater extent 6 6%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 41% of the respondents are at small extent in

improving the individual employee self development, 31% of the respondents are at moderate

extent in improving the individual employee self development, 15% of the respondents are at

large extent in improving the individual employee self development, 7% of the respondents are

not at all in improving the individual employee self development, 6% of the respondents are at

greater extent in improving the individual employee self development towards career growth.

Chart 4.35: Training and Development improve the value of the individual employees in terms of self development career growth.


5%

10%

15%

20%

25%

30%

35%

40%

45%

7%

41%

31%

15%

6%

Perc

enta

ge

Table 4.36: Satisfaction of the infra-structure for training and development.


Not at all 15 15%




Greater extent 7 7%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 46% of the respondents are with moderate extent

with the infra-structure for training and development, 21% of the respondents are with small

extent with the infra-structure for training and development, 15% of the respondents not at all

with the infra-structure for training and development, 11% of the respondents are with large

extent with the infra-structure for training and development, 7% of the respondents are with

greater extent of satisfaction with the infra-structure for training and development.

Chart 4.36: Satisfaction of the infra-structure for training and development.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

15%

21%

46%

11%

7%

Percentage

Table 4.37: Experienced trainers seek to evaluate the impact of training and development activities.


Not at all 14 14%





Total 100 100%

INTREPRETATION:


the experienced trainers for training, 27% of the respondents are small extent with the

experienced trainers for training, 14% of the respondents are not at all with the experienced

trainers for training, 12% of the respondents are greater extent with the experienced trainers for

training, 11% of the respondents are large extent with the experienced trainers seeks to evaluate

the impact of training and development activities.

Chart 4.37: Experienced trainers seek to evaluate the impact of training and development activities


5%

10%

15%

20%

25%

30%

35%

40%

14%

27%

36%

11% 12%Perc

enta

ge

Table 4.38: Positive relationship between union and management.


Not at all 7 7%





Total 100 100%

INTREPRETATION:


the positive relation between union and management, 30% of the respondents are small extent

with the positive relation between union and management, 22% of the respondents are greater

extent with the positive relation between union and management, 7% of the respondents are large

extent with the positive relation between union and management, 7% of the respondents are not

at all with the positive relation between union and management.

Chart 4.38: Positive relationship between union and management.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30% 35%

7%

30%

34%

7%

22%

Percentage

Table 4.39: Union and management relation influence on successful collective bargaining and securing industrial peace.


Not at all 11 11%




Greater extent 6 6%

Total 100 100%

INTREPRETATION:

From the above table it is inferred that, 38% of the respondents are with small extent in

collective bargaining and securing industrial peace, 35% of the respondents are with moderate

extent in collective bargaining and securing industrial peace, 11% of the respondents are not at

all with the collective bargaining and securing industrial peace, 10% of the respondents are with

large extent in collective bargaining and securing industrial peace, 6% of the respondents are

with greater extent in collective bargaining and securing industrial peace by union and

management relation.

Chart 4.39: Union and management relation influence on successful collective bargaining and securing industrial peace.


5%

10%

15%

20%

25%

30%

35%

40%

11%

38%

35%

10%

6%

Perc

enta

ge

Table 4.40: MRK sugar mills union and management strive to improve quality of work life for the employees.


Not at all 6 6%





Total 100 100%

INTREPRETATION:


with the union and management, 30% of the respondents are at small extent with the union and

management, 18% of the respondents are at greater extent with the union and management, 16%

of the respondents are at large extent with the union and management, 6% of the respondents are

not at all with MRK’s mill union and management strive to improve quality of work life for the

employees.

Chart 4.40: MRK sugar mills union and management strive to improve quality of work life for the employees.

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

0% 5% 10% 15% 20% 25% 30%

6%

30%

30%

16%

18%

Percentage

Table 4.41: Interaction between the management and collectives for SC/ST welfare association.


Not at all 6 6%





Total 100 100%

INTREPRETATION:


with the management and collectives for SC/ST welfare, 20% of the respondents are at small

extent with the management and collectives for SC/ST welfare, 14% of the respondents are at

large extent with the management and collectives for SC/ST welfare, 13% of the respondents are

at greater extent with the management and collectives for SC/ST welfare, 6% of the respondents

are not at all with the management and collectives for SC/ST welfare association.

Chart 4.41: Interaction between the management and collectives for SC/ST welfare association.


5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

6%

20%

47%

14% 13%

Perc

enta

ge

CHI-SQUARE TEST

Hypothesis:

There is no association between the Existing HR & IR practices are adaptive and

proactive and HR & IR practices improves employee morale, motivation.

Cross tabulation:

Existing HR & IR practices

are adaptive and proactive

HR & IR practices improves employee morale,

motivation

Total

Not at all

To a small extent

Moderate extent

To a large extent

Greater extent

Not at all 3 7 5 0 0 15To a small extent 4 9 10 0 1 24Moderate extent 5 9 19 2 2 37To a large extent 1 0 2 2 6 11Greater extent 1 3 1 2 6 13Total 14 28 37 6 15 100

Chi-Square Tests:

Particulars

Value df

Asymp. Sig. (2-sided)

Pearson Chi-Square

46.679a 16 .000

Likelihood Ratio

47.759 16 .000

Linear-by-Linear Association

21.502 1 .000

N of Valid Cases

100

FINDINGS

95% of the respondents are male.

81% of the respondents are belongs to the age above 40 years.

97% of the respondents are married.

95% of the respondents are in the work experience of above 10 years.

51% of the respondents are in small extent in HR & IR practices in career planning.

53% of the respondents are at small extent toward the HR department in achieving and

maintaining Industrial harmony.

54% of the respondents are at small extent with the existing training and development

increases the quality of human relation in the organization.

SUGGESTIONS

hr and ir practices in MRK sugar mills

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Transcript of hr and ir practices in MRK sugar mills