Hr Audit Sharanya Final

Front page

Company certificate

Declaration

Acknowledgement

Chapter Particulars Pg.noI Introduction

1.1 Introduction to the industry 11.2 Company profile 21.3 Introduction to the study-HR AUDIT 61.3 Objective of the study1.4 Scope of the study1.5 Limitation of the studyII Research methodologyIII Review of literatureIV Analysis and interpretationV Conclusion

Findings Suggestions Appendix Bibliography Webliography

Chapter – IINTRODUCTION TO THE INDUSTRY

Indian industry- The history of steel making in India can be traced back to 400 BC

when the Greek emperors used to recruit Indian archers for their army who used arrows

tipped with steel. Many more evidences are there of Indians perfect knowledge of steel

making long before the advent of Christ. Archaeological finds in Mesopotamia and Egypt

testify to the fact that use of iron and steel was known to mankind for more than six

thousand years and that some of the best products were made in India. Among the widely

known relics is the iron pillar near Qutab minar In Delhi. The pillar built between 350 and

380 AD, did not rust so far an engineering marvel that baffles the scientists even today. Yet

another engineering feat is the famous sun temple at Konark in Orissa,built around 1200

AD where steel structural’s were used for the first time in the world.

There were the halcyon days when India flourishedin all directions and when its

prosperity was a matter of envy for the foreigners. But as ill luck would have it, India’s

prosperity gave way to poverty after the advent of the foreign rule. India’s indigenous

industry languished because of a deliberate policy of the colonial rulers to make the

country only a supplier of raw materials.

1

The first notable attempt to revive steel industry in India was made in 1874 when the

BENGAL IRON WORKS (BIW) came into being at KULTI near ASONOL in WEST

BENGAL. However, forty –four years before that, in 1830 to be precise, a

foreigner, named JOSHUA MARSHALL HEATH, had set up a small plant at PORTO

NOVA on MADRAS COAST. His method of iron - making needed approximately four

tones of charcoal to produce one tonne of low quality pig iron which proved to be too

expensive foe HEATH to carry on in the face of stiff competition from the BRITISH

STEEL INDUSTRY. The BIW made considerable improvement in the process of iron and

steel making. It used coke as the fuel instead of charcoal.but the plant fell sick as the

source of funds dried up , it was taken over by the Bengal government and was

rechristened as BARAKAR IRON WORKS. In 1889 the Bengal Iron and Steel Company

acquired the plant and by the turn of the century the KULTI plant became a success story.

It produced 40,000 tonnes of pig iron in 1900 and continued to produce the metal until it

was taken over by INDIAN IRON AND STEEL COMPANY (IISCO) in 1936.

For modern India’s iron andsteel industry August 27, 1907 was a red-letter day.

When the TATA IRON AND STEEL COMPANY (TISCO) was formed as a SWADESHI

venture to produce 1,20,000 tonnes of pig iron.

2

The TISCO plant at SAKSHI (renamed JAMSHEDPUR) in BIHAR, started pug iron

production in December 1908 and rolled out its first steel the following year. TISCO had

expanded its production capacity to 1 million tones in got by the time the country achieved

freedom.

In conclusion, it can be said with a certain measure of confidence that India’s iron

and steel industry which had a glorious past and has an uncertain present may now look

forward to a bright future.

3

ORGANIZATIONAL PROFILE –JAYACHANDRAN ALLOYS

Established in the year 2006,“Jayachandran Alloys” are counted amongst the prominent names

engaged in manufacturing, importing and exporting an extensive range of Lead & Lead Alloys. All these

products are processed using top-notch quality raw materials that are procured from trustworthy and

authentic vendors of the market. Our range of products is widely acclaimed for its various features such as

accurate composition, corrosion resistance, environment friendly and superior quality.

Jayachandran alloys carry out large scale production process in our manufacturing unit that is

equipped with technically advanced machines and equipment. All these machines are operated by our

diligent and adroit professionals, who hold vast industry experience. These products are processed in sync

with prevailing industry norms. To ensure their optimum quality, these alloys are thoroughly tested by our

quality controllers on pre-determined parameters using optical emission spectrophotometer meter. For the

utter convenience of their clients, they accept payment through different modes such as LC, cheque, and

DD. We have established a rich distribution network to deliver their products to far-flung clients.

Therefore, their strenuous efforts have enabled us to expand their client across Indian Subcontinent, East

Europe, East Asia, North Europe, South & West Europe and South East Asia.

Under the progressive guidance of Jayachandran Alloys mentors, ‘Mr. C.Pradeep & Mr.

C.Prasath ’, they have been able to achieve their planned targets. Their collective efforts have enabled

them to yield large product line for their esteemed clients.

4

JAYACHANDRAN ALLOYS:

The journey of prestigious firm “Jayachandran Alloys” commenced in early 1970’s. The founders

of this organization embarked their careers as lead and aluminum smelters in a non ferrous metal

manufacturing company. The very notion of commencing trading of non ferrous metal scraps came into

being in late 1970’s. The very first trading company was inaugurated in 1984 in Mangalore. Afterwards,

within a span of couple of years, they launched another trading company in Coimbatore, Tamil Nadu.their

main objective is to expand their activities from trading nonferrous metal scraps to battery spare parts

was on the verge of fulfillment. It was in the 1987, inauguration of first Lead smelting company took

place.

After lot of trial & tribulations such economic recession in India in early 1990’s came out as a

dooms day for all manufacturing industry in India. Under the shroud of heavy losses many small &

medium sized firms were on the verge of their shut down. But amidst lot of repercussions, their founder

stand out as a stalwart, who helped in overcoming recession period and tried his level best to make the

foundation of this enterprise even stronger. After early 1990’s they stretched their trading channel across

India. They developed strong foundation as players in Lead alloy manufacturing in south India.

Mission of the company:

“Our mission is to be a significant player in the manufacture of Lead products in the international market

by delivering the best possible value to our customers and partnering along with all our stakeholders to

continuously improve environmental friendly practices in the society as a whole”

5

Vision of the company:

“To deliver the best quality and value for money to our customers through constant innovation and

implementation of the most cost efficient way of operations.

To create the best eco friendly practices in the work place by benchmarking ourselves against the world

class organizations.

No asset is worth more than our employees; hence we want to create the best place to work in terms of

health and safety for our employees.”

Corporate social responsibility of JAYACHANDRAN ALLOYS:

"Scalability must reflect positively on the environment. If there is growth, it must mean growth for the

environment as well."

JAYACHANDRAN has adopted varied environmentally friendly practices and envisages

expanding and ameliorating these practices throughout their business. With the notable assistance of the

top management team, they ensure to realize the impact on the environment and to the continual review of

these activities.

Lead and lead alloy manufacturing may have a deleterious impact on the environment. Therefore,

they stress on creating an eco-friendly manufacturing zone, which is surrounded by a large green belt.

Besides, right from the storage of batteries, processing the lead metal and the disposal of wastes, they

ensure to take high standards of environment friendly measures in each stage.

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All processes are in harmony with air and water pollution control norms of India. The company is

recognized with the Tamil Nadu pollution control board (TNPCB), central pollution control board of India

(CPCB) and ministry of environment & forest (MOEF). At JAYACHNADRAN the emission level is

much lower than the CPCB standards of 5 ng/m3.

They work in consort with the National institute of technology, Karnataka to enhance their eco

friendly practices. A team of qualified professionals regularly scrutinizes pollution levels and ensures that

the process is in sync with the accepted eco friendly norms. They also ensure that all their environmental

measures are in compliance with ISO 14000 standards. Apart from this, they try to create environmental

awareness to their internal and external stakeholders.

Product profile:They are engaged in manufacturing, trading, importing and exporting a wide gamut of Lead & Lead

Alloys. Their quality controllers stringently test the quality of these products to assure accurate chemical composition and their grade. Besides, these products are processed using quality raw material such as drained batteries, lead scrap & lead dross. Complying with all the international & industry norms, these products are widely demanded by their clients across the globe. their product range comprises the following:

Pure Lead (Min 99.98% Purity)

Lead Antimony With Selenium Alloy

Lead Calcium Alloy

Lead Tin Alloys

Lead Oxide

Lead Antimony Alloy7

Introduction to the study-HR AUDIT

An HR audit is a way to diagnose problems in a company’s HR department. An HR audit can be done through self-assessment, internally, or can be done by hiring a professional audit company, to undertake an audit. An HR audit and the subsequent HR audit report will pinpoint where there are, their weaknesses or risks in the HR department and help address these in a subsequent manner.

Auditing has been a routine exercise in the area of finance, especially because it is a statutory obligation. However, in case of Human Resource, there is no legal binding to adopt auditing. Some of the companies nevertheless prefer to have Human Resource audits

The Human Resource Audit is also a systematic formal process, which is designed to examine the strategies, policies, procedures, documentation, structure, systems and practices with respect to the organization’s human resource management. It systematically and scientifically assesses the strengths, limitations, and developmental needs of the existing human resources from the larger point of view of enhancing organizational performance.

The human resource audit is based on the premise that human resource processes are dynamic and must continually be redirected and revitalized to remain responsive to the ever changing needs. Human Resource Audits are not routine practices aimed at problem solving. Instead of directly solving problems, HR audits, like financial audits, help in providing insights into possible causes for current and future problems.

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Human resource audit means the systematic verification of job analysis and design, recruitment and selection, orientation and placement, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and morale, participative management,communication,welfare and social security, safety and health, industrial relation, trade unionism and disputes and their resolutions.hr audit is very much useful to achieve the organizational goal and also it is a vital tool which helps to assess the effectiveness of hr functions of an organization.

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Introduction to the study of human resource audit

A human resource audit is a comprehensive method or to review current human resource policies, procedures, documentations and systems to identify needs for improvement and enhancement of the human resource functions as well as to assess compliance with ever changing rules and regulations .an audit involves systemizing reviewing all aspects of human resources, usually in a checklist fashion.

An human resource audit is systematic and scientific assesses the strengths, limitations and developmental needs of the existing human resource from the larger point of view of enhancing performance.

The human resource audit is based on the premises that human resource processes are dynamic and must continually be redirected and revitalized to remain responsive to the ever changing needs. Human resource audits are not routine processes aimed at problem solving. Instead of directly solving problems, human resource audit like financial audit helps in providing insights into possible causes for current and future problems.

The procedure of a human resource audit is to recognize strengths and identify any needs for improvements in the human resource function. A properly executed audit will reveal problems areas and provides recommendation and suggestions for the remedy of these problems. Some of the reasons to conduct such as review include

Ensuring the effective utilization of the organizations human resources. Reviewing compliances in the relation to administrations of the organization. Instilling a senses of confidence in management and the human resource function. Maintain or enhancing the organization and the departments reputation in the community. Performing due diligence review shareholders or potential investors or owners. Establishing a baseline for future improvement for the function

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Objectives of human resource audit:

To review the performance of the Human Resource Department and its relative activities in order to assess the effectiveness on the implementation of the various policies to realize the Organizational goals.

To identify the gaps, lapses, irregularities, short-comings, in the implementation of the Policies, procedures, practices, directives, of the Human Resource Department and to suggest remedial actions.

To know the factors which are detrimental to the non-implementation or wrong implementation of the planned Program and activities

To suggest measures and corrective steps to rectify the mistakes, shortcomings if any, for future guidance, and advise for effective performance of the work of the Human Resource Department.

v To evaluate the Personnel staff and employees with reference to the Performance Appraisal Reports and suggest suitable recommendations for improving the efficiency of the employees.

To evaluate the job chart of the Human Resource Managers, Executives, Administrative Officers, Executive Officers, Recruitment Officers, whether they have implemented the directives and guidelines for effective Management of the Human resources in their respective Departments.

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Benefits of human resource audit:

Identifies the contribution of Human Resource department to the organization Improves the professional image of the Human Resource department. Encourages greater responsibility and professionalism among member of the Human Resource

department. Clarifies the HR department’s duties and responsibilities. Stimulates uniformity of HR policies and practices. Finds critical HR problems. Ensures timely compliance with legal requirements Reduces human resource cost through more effective Human Resource procedure. Creates increased acceptance of needed change in the Human Resource department.

The HR audit process

The HR audit process can cover a whole range of areas and can be as specific or broad depending on the

company. Requirements will vary, depending on the size of your business and size of HR department as

well.

An HR audit will look at issues, such as: the company’s recruitment process benefits and compensation processes contracts and employee handbooks how employee performances are evaluated training and education programmes HR strategy hiring and firing practices exit procedures

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Each area can be customised to meet your company’s specific needs. In fact, depending on what your

needs are, an HR audit can focus on a specific area, such as contracts or benefits, or cover the whole

spectrum of an HR department’s activities.

Employee analysis

Another area an HR audit can be helpful with is to analyze company employee statistics. During an audit,

HR staff can take time to look at company statistics and data and analyze these. Data collected by the HR

department can be vital to pin-pointing issues within the company. Some of the typical data that can be

analyzed includes, amount of sick leave taken by employees, how much overtime is worked, the number

of disciplinary cases, employee turnover and so on. By taking the time to analyze this type of data,

managers can easily pin-point some problem areas.A thorough HR audit can also include an employee

survey, so that management can understand how employees feel about their HR department. 8

Such a survey is also a good way to understand what employees are thinking about, generate new ideas

and pin-point strengths and weaknesses. Management need to realise also that privacy is important in

order to help get the correct and most pertinent feedback from employees.

Getting the most from your HR Audit

An HR audit is time-consuming and costs money, so it is important to also understand what the benefits

are about undergoing an HR audit. The main advantage is to pin-point risks and potential problem areas of

an HR department. This is important, because these issues can damage morale and in the long-term the

company’s competitiveness – in the worst case, a company could be breaking the law! This means that

maintaining a professional and well-managed HR department is a win-win situation for everyone

involved.

13HR PROCESS:

OBJECTIVE OF THE STUDY

to evaluate the strength and weakness of the organization. To identify and find the solutions for the occurrence of the problems by the employees. To know the opinions of the employees towards the organization. To know the factors which are determined to the non-implementation or wrong implementation of

the planned programmes and action. To identify the gaps and lapses, irregularities, short comings in the implementations of the policies. To identify the contribution of the department.

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SCOPE OF THE STUDY

Audit of all the human resource functions. Audit all the managerial compliance of the personal policies, procedures and legal provisions. Audit of corporation strategy regarding human resource planning, staffing, remuneration and other

human resource activities. Audit of the human resource climate on employee motivation, morale and job satisfactions. Audit of corporate strategy and planning overall. Audit of the employee turnover, absenteeism, accidents and human resource climate.

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LIMITATION OF THE STUDY

Time period of the study was limited. Some employees do not show interest in filling up the questionnaire because they think it was

waste of time. As the employees where busy with their meetings and other works it was impossible to get the

responses.

Quite a few respondents were different in response to the questionnaire, owing to the personal

prejudice and fear. Much time was spent to dispel their fear and to assume confidentiality.

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CHAPTER – 2

REVIEW OF LITERATURE

The success of an organisation does not solely rest on the huge investment made; and availability

of an effective machinery for the process of evolving products. A talent pool of human capital is the most

vital ingredient that transforms the organisation into a most cherished place to work and assures the

development of human resources to acquire competencies to perform the present job and also to face

future challenges.

Human resources development does not happen in a vacuum of proactive approach on the part of

the management. The development of HR policies and the implementation of the same into practice

requires not just commitment of the top management, but also a well devised mechanism to implement,

monitor and evaluate the policies and practices.

In a study conducted by T.V.Rao (1999), is reported that HR audit is a great deal of work as been

in India regarding the use of HR as an organisation development intervention and is a unique feature of

Indian organizations. HR audit has following result. The audit in several organization resulted in

established several original system and process, such as potential and performance appraisal, career

planning, training, monitoring.

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Formulation of clear cut polices including promotion policy communication policy reward and

reorganization policy, etc. Helps in development trust, collaboration and teamwork. Human orientation

gets injected into business process with opportunities for growth and development provided to all

employees in team of their work leading to higher level of role efficacy.

Nevado [1998] considers that the audit should also analyze if the personnel policies are in

alignment with the general objectives and the global strategy of the company. It must also translate the HR

strategy into plans and programs. Thus appears a new element of the audit of HR, the strategic audit.

Dolan, Schuler, and Valle [1999, p. 390] define it as “the evaluation of the adaptation of the HR policies

and practices in their support of the company’s general strategy.”

Brown [2000] considers that the measurements used to evaluate the company’s personnel reflect

neither its value nor its performance. This is why he proposes an alternate procedure that consists of

creating a human capital index based on four elements that must be carefully studied considering their

relative importance to the company: the number of years in the business or field, the level in the company

(by job grade or organizational chart level), the number and variety of positions or assignments held,

andthe performance rating, which is subjective. It is the result of an evaluation of an employee’s

performance, which should include an evaluation by a superior and another of.

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Kanyamon Wittayapoom¹ stated in his article that “the findings reported in this article form part of

HR Audit structure adopting an organization includes promotion of varying degrees of structures among

the audit methodology. They particularly achieved their organization by improving the education of

employees to be in line with professional and the new audit standard. The audit structure examines task

and analyzability variables, how factors such as time pressure affect task performance. The audit structure

formulation is very important.

In this context, formalization refers to the degree with which rule and procedure support work and

practice. In Audit firms, Formulation and task analyzability such as work under audit planning and time

pressure are useful for auditors to successfully complete their job. The auditors must be able to obtain both

guidance and good feelings from their job. The computer guidance and communication is increasing the

auditors’ perception through role stress to job satisfaction. Motivation such as reward is important for

working, especially in the audit field because of their specific and professional job. The audit jobs differ

from other types of jobs because of the nature of the professional and experience position. Consequently,

substitutes for audit structure examined within the perception of auditors and concern about the

environment and motivation may not be appropriate for the boundary spanning role with each other.

20

K. Vijayaragavan and Y. P. Singh² stated in his article that “the findings reported in this article

form part of Managing human resources within extension that describes the HR Audit is Proper planning

and management of human resources within extension organizations is essential to increase the

capabilities, motivation, and overall effectiveness of extension personnel. Keeping this in view, this

chapter discusses the various dimensions of human resource management as applicable to extension

organizations: human resource planning for extension, job analysis, recruitment and training of extension

personnel, performance appraisal, supervision, management of rewards and incentives, improvement of

the quality of work life, and organizational development for extension.

Extension organizations have to cope with changes within and outside the organization, such as

changes in farm technology, communication methods, needs of farmers, rural situations, export and import

of farm produce, and market economy. Organizational development allows for planned changes in the

organization's tasks, techniques, structure, and people. Attitudes, values, and practices of the organization

are changed so that it can cope with changing situations. The employees also gain greater skills to deal

with new problems. The proper planning and implementation of the human resource system will result in

overall development of extension personnel. This will also enable extension organizations to adapt to the

rapid changes occurring in the extension environment of developing countries.

21

Kelli W. Vito stated in his article that “the findings reported in this article form part of “ The HR

Audit: adding HR to the regular audit cycle can help ensure major risks that describes the HR audit

includes the main functional areas of workforce planning, employee development, compensation and

benefits, employee and labour relations, and risk management. Risk associated with employee counseling

and discipline. Auditors should verify that management documents performance problems and take action,

including acknowledgement that the employee was made aware of the problem. A reward system should

help support the organization's strategic mission, motivate employees, and reward performance.

The HR administration deals with the processes related to managing employees throughout their careers

with the organisation. Auditors’ review of the organization’s safety and health program should focus on

whether the work-site analyses to identify hazards and potential hazards, stringent prevention and controls

measures and thorough training are provided to minimize risk, including succession planning, adequate

severance and outplacement services and internal employee surveys.

1. International Journal of Management and Social Science Research Review, Vol.1, Issue.3, Sep -

2014.Page 78

2. International Journal of Business Management Research Review, Vol.1, Issue.3, May - 2014. Page 32

22

CHAPTER – 3

RESEARCH METHODOLOGY

Research is essentially an investigation , a recording and analysis of evidence for the purpose of gaining

knowledge.

RESARCH DESIGN

“A research design is simply the frame work or plan for a study that is used as a guide in collecting and

analysing the data. It is blue print that is followed in completing a study”.

Research design can be thought of as the structure of research – it is the ‘glue’ that holds all of the

elements in a research project together.

Data collection:

The atsk of data collection begins after a research problem has been defined and reseach design/plan

chalked out. While deciding about the method of data collection to be used for the study, the researcher

should keep in mind two types of data viz., primary data and secondary data.

Primary data are those which are collected afresh and for the first time

Secondary data are those which have already been collected by someone else.

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Sources of data

Sources of data are of two types

1. Primary data sources

2. Secondary data sources

Primary data sources

In primary data collection, we collect the data ourselves using methods such as interviews and

questionnaires. The key point here is that the data we collect is unique to us and our research. Primary data

is the data which is collected ny the researcher directly from his own observations and experiences. For

example, if the researcher conducts a surveyfor the collected data then it is known as primary data.

There are many methods of collecting primary data and the main methods include:

a. Questionnaire

b. Interviews

c. Observations

d. Schedules

e. Survey

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The main method used here is the questionnaire.

Questionnaire

In this project questionnaire method is used to collect data. Questionnaire refers to forms filled in by

respondents alone. This method can be adopted for the entire population or sampled sectors.

Questionnaires may be used to collect regular data or infrequent routine data and data for specialized

studies.

In order to maximise return rates, questionnaires should be designed to be as simple and clear as possible.

Questionnaires, likes interviews can either structured questions with blanks to be filled in, multiple choice

questions, or they can contain open ended questions where the respondents are encouraged to reply at

length and choose their own focus to some extent.A questionnaire is a series of questions asked to

individuals to obtain statistically useful information about a given topic.

Questionnaires are a valuable method of collecting a wide range of information from a large number of

individuals, often referred to as respondents. Adequate questionnaire construction is critical to the success

of a survey. Inappropriate questions, incorrect ordering of questions, incorrect scaling, or bad

questionnaire format can make the survey valueless, as it may not accurately reflect the views and

opinions of the participants. A useful method for checking a questionnaire and making sure it is accurately

capturing the intended information is to pretest among a smaller subset of target respondents.

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Closed – ended questions

In this project closed ended questions are used.

A closed – ended question is a form of question which can normally be answered using a simple “yes” or

“no”, a specific piece of information, or a selection from multiple choices.

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CHAPTER – IV

ANALYSIS AND INTERPRETATION

TABLE SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THEIR AGE

AGE GROUP OF THE

RESPONDENT

No. OF RESPONDENTS PERCENTAGE

20-30 12 12%

30-40 14 14%

40-50 34 34%

50-60 40 40%

TOTAL 100 100%

FIGURE-4.1

THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THEIR AGE

12% 14%

34%

40%

0%5%

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

20-30 30-40 40-50 50-60

AGE

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

The respondent covered for this study is classified according to the age group and it has been presented through

the above table.40 of them lines in the age of 50-60 and 34 of them falls in the age of 40-50.A group of 14 lies in

the age of 30-40 and 12 lies in the age of 20-30

TABLE-4.2

TABLE SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THEIR SEX

GENDER No. OF RESPONDENTS PERCENTAGE

Male 64 64%

Female 36 36%

TOTAL 100 100%

FIGURE-4.2

THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THEIR SEX

64%

36%

0%

10%

20%

30%

40%

50%

60%

70%

Male Female

GENDER

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

Out of the total number of respondents, 64 belongs to the category of males and the rest 36 belongs to the

category of females

TABLE-4.3

EXPERIENCE OF RESPONDENTS

EXPERIENCE(YEARS) No. OF RESPONDENTS PERCENTAGE

0-5 Years 8 8%

5-10 Years 16 16%

10-15 Years 20 20%

Above 15 Years 56 56%

TOTAL 100 100%

FIGURE-4.3

0

20

40

60

816 20

56

EXPERIENCE OF RESPONDENT

0-5 Years

5-10 Years

10-15 Years

Above 15 YearsEXPERIENCE

RE-SPON-DENT

INTERPRETATION:

The following table showing the years of experience of the respondents is shown above .56 employees are found

to have more than 15 years of experience,20 with in the range of 10-15 of experience,16 in between 5 & 10 and 8

respondents with expertise less than 5 years.

TABLE-4.4

TABLE SHOWS THE RESPONDENTS CLASSIFICATION ON THE BASIS OF THEIR SALARY

SALARY No. OF RESPONDENTS PERCENTAGE

10000-15000 16 16%

15000-20000 20 20%

20000-25000 24 24%

Above 25000 40 40%

TOTAL 100 100%

.

FIGURE-4.4

THE RESPONDENTS CLASSIFICATION ON THE BASIS OF THEIR SALARY

1620

24

40

05

1015202530354045

10000-15000 15000-20000 20000-25000 Above25000

SALARY

PE

RC

EN

TA

GE

Series1

INTERPRETATION

Out of the total sample of 100, 40 respondents are found to receive their salaries more than 25000.Where as 24

employees are in the range of 20000-25000 and 20 of them lying in the range of 15000-20000 and the rest

receiving the range of 10000-15000

TABLE-4.5

TABLE SHOWS THE RESPONDENTS CLASSIFICATION ON THE BASIS OF THEIR DEPARTMENT

DEPARTMENT No. OF RESPONDENTS PERCENTAGE

Accounts internal audit 14 14%

CMD’s office 5 5%

EDP 4 4%

Finance 16 16%

Marketing 13 13%

Materials 10 10%

MR office 3 3%

P&A 27 27%

Police Department 1 1%

Purchase 4 4%

V&S 3 3%

TOTAL 100 100%

FIGURE-4.5

PERCENTAGE

14%

5%

4%

13%10%

3%

27%

1%

4%3%

16%

Accounts internal audit

CMD’s office

EDP

Finance

Marketing

Materials

MR office

P&A

Police Deparment

Purchase

V&S

INTERPRETATION:

The duties and responsibilities of employees differ in different department and the department wise classification

is displayed in the above table .Out of the 100 respondents,27 of them are in P&A department ,16 are in the

finance section ,14 of them are in the Accounts/internal audit section. 13 of them are in the marketing

department.10 of them belongs to the materials department.5 in CMD’s office and 3 from V&SS.4 each from EDP

and Purchase department and 1 from police department which are also a part of KMML’s workforce

TABLE – 6

TABLE SHOWING THE RESPONDENTS OPINION REGARDING THE

PHYSICAL ENVIORNMENT OF THEIR WORK SATISFACTION

RESPONSES NO.OF RESPONDENT PERCENTAGE

Strongly agree 20 20%

Agree 62 62%

Neutral 13 13%

Disagree 3 3%

Strongly Disagree 2 2%

TOTAL 100 100%

FIGURE – 4.6

THE RESPONDENTS OPINION REGARDING THE PHYSICAL ENVIORNMENT OF THEIR WORK

SATISFACTION

20%

62%

13%3% 2%

0%10%20%30%40%50%60%70%

Stronglyagree

Agree Neutral Disagree StronglyDisagree

RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

From the above table we interpret that 20% of the respondents Strongly agrees that Physical

environment of their work is satisfactory .62% of the respondents agree with that statement.13% gives neutral

response 3% of them disagree with the statement and only 2% Strongly disagree with that statement.

TABLE -4.7

TABLE SHOWS THE RELATIONSHIP WITH THE SUPERVISOR



Agree 48 48%

Neutral 20 20%

Disagree 2 2%


TOTAL 100 100%

FIGURE – 4.7

THE RELATIONSHIP WITH THE SUPERVISOR

30%

48%

20%

2% 0%0%

10%

20%

30%

40%

50%

60%

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

From the above table we interpret that 30% of the respondents strongly agrees that the relationship with

their superior is good .48% of the respondents agree with that statement.20% gives neutral response and 2%

disagree with that statement.

TABLE -4.8

TABLE SHOWS WORK AS A GROUP IS INTERESTING



Agree 58 58%

Neutral 8 8%

Disagree 6 6%


TOTAL 100 100

FIGURE – 4.8

WORK AS A GROUP IS INTERESTING

24%

58%

8% 6% 4%

0%

10%

20%

30%

40%

50%

60%

70%

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

Out of the total number of respondents 24% of the respondents Strongly agrees that working in group

is interesting and it help them complete the job easily .58% of the respondents agree with that statement.8% gives

neutral response and 2% of them disagree with that statement and only 4%strongely disagree with that

statement.

TABLE -4.9

TABLE SHOWING THE RESPONDENTS FREEDOM TO DECIDE HOW TO DO THEIR OWN WORK



Agree 50 50%

Neutral 12 12%

Disagree 14 14%


TOTAL 100 100%

FIGURE – 4.9

RESPONDENTS FREEDOM TO DECIDE HOW TO DO THEIR OWN WORK

20%

50%

12% 14%

4%

0%

10%

20%

30%

40%

50%

60%

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

Out of the total number of respondents 20% of the respondents Strongly agrees that they get a lot of

freedom to decide how to do their own work .50% of the respondents agree with that statement.12% gives

neutral response and 14% of them disagree with that statement and only 4%strongely disagree with that

statement.

TABLE -4.10

TABLE SHOWS THE OPINION OF RESPONDENT ATTITUDES TOWARDS FAMILY AND JOB DEMAND


Strongly agree 18 18

Agree 38 38

Neutral 20 20

Disagree 12 12

Strongly Disagree 12 12

TOTAL 100 100%

FIGURE – 4.10

THE OPINION OF RESPONDENT ATTITUDES TOWARDS FAMILY AND JOB DEMAND

18%

38%20%

12%

12% Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATIO

Out of the total number of respondents 18% of the respondents Strongly agree that they have enough

time to meet family and job demand .38% of the respondents agree with that statement.20% gives neutral

response, 12% of them disagree with that statement and 12% of the respondents strongly disagree with that

statement.

TABLE -4.11

TABLE SHOWS IN THE WORK PLACE RESPONDENTS TREATED WITH RESPECT



Agree 56 56%

Neutral 14 14%

Disagree 2 2%


TOTAL 100 100%

FIGURE – 4.11

WORK PLACE RESPONDENTS TREATED WITH RESPECT

28%

56%

14%

2% 0%0%

10%

20%

30%

40%

50%

60%

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

Out of the total number of respondents 28% of the respondents Strongly agrees that they treated with

respect in their workplace.56% of the respondents agree with that statement.14% gives neutral response and only

2% of them disagree with that statement.

TABLE -4.12

TABLE SHOWS RESPONDENTS SATISFACTION IN LIFE COMES FROM THEIR WORK



Agree 44 44%

Neutral 12 12%

Disagree 14 14%


TOTAL 100 100%

FIGURE – 4.12

Strongly agree

Agree Neutral Disagree Strongly Disagree

0%

10%

20%

30%

40%

50%

20%

44%

12% 14%10%

RESPONDENTS SATISFACTION IN LIFE COMES FROM THEIR WORK

Series1

RESPONDENT

PE

RC

EN

TA

GE

INTERPRETATION:

Out of the total number of respondents 20% of the respondents Strongly agree that their main

satisfaction in life come from their work .44% of the respondents agree with that statement.12% gives neutral

response, 14% of them disagree with that statement and 10% of the respondents strongly disagree with that

statement

TABLE -4.13

TABLE SHOWS RESPONDENTS AWARE OF THEIR RESPONSIBILITIES AND ROLES IN THE ORGANIZATION



Agree 64 64%

Neutral 8 8%

Disagree 4 4%


TOTAL 100 100%

FIGURE – 4.13

RESPONDENTS AWARE OF THEIR RESPONSIBILITIES AND ROLES IN THE

ORGANIZATION

24%

64%

8% 4% 00%

10%20%30%40%50%60%70%

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

Out of the total number of respondents 24% of the respondents Strongly agree that they are aware of

their responsibilities and roles in the organization .64% of the respondents agree with that statement.8% gives

neutral response, and only 4% of the respondents disagree with that statement.

TABLE -4.14

TABLE SHOWS THERE IS ADEQUATE PLANNING OF CORPORATE OBJECTIVE



Agree 56 56%

Neutral 16 16%

Disagree 0 0%


TOTAL 100 100%

FIGURE –4. 14

THERE IS ADEQUATE PLANNING OF CORPORATE OBJECTIVE

28%

56%

16%

0 00%

10%

20%

30%

40%

50%

60%

StronglyAgree


RESPONSES

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

Out of the total number of respondents 28% of the respondents Strongly agrees that KMML has

adequate planning of corporate objectives .56% of the respondents agree with KMML has adequate planning of

corporate objectives and only 16% gives neutral response to that statement.

TABLE -4.15

TABLE SHOWS THE GOAL OF THE ORGANIZATION ARE NOT CLEAR TO THE RESPONDENTS


Strongly agree 0 0

Agree 0 0

Neutral 4 4

Disagree 58 58


TOTAL 100 100%

FIGURE –4. 15

THE GOAL OF THE ORGANIZATION ARE NOT CLEAR TO THE RESPONDENTS

0 0%4%

58%

38%

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

StronglyAgree


RESPONSES

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

From the above table its clear that 4% of the respondents gives a neutral responses for the goal of the

organization are not clear to them, 58% of the respondents Disagrees that statement and 38% of respondents

Strongly Disagrees with this statement.

TABLE -4.16

TABLE SHOWS COMPANY PROVIDES AS MUCH AS ONGOING TRAINING AS RESPONDENTS NEED



Agree 40 40%

Neutral 34 34%

Disagree 4 4%


TOTAL 100 100%

FIGURE – 4.16

INTERPRETATION:

Out of the total number of respondents 20 % of the respondents Strongly agree that company provides

as much as ongoing training as they need .40% of the respondents agree with that statement.4% gives neutral

response, and only 2% of the respondents strongly disagree with that statement.

COMPANY PROVIDES AS MUCH AS ONGOING

TRAINING AS RESPONDENTS NEED

20%

40%34%

4% 2%

0%

10%

20%

30%

40%

50%

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

TABLE -4.17

TABLE SHOWS LEARNING THROUGH SEMINARS AND DEMONSTRATIONS IS EFFECTIVE IN THE ORGANIZATION


Strongly agree 24 24

Agree 52 52

Neutral 16 16

Disagree 8 8


TOTAL 100 100%

FIGURE –4. 17

LEARNING THROUGH SEMINARS AND DEMONSTRATIONS IS EFFECTIVE IN THE

ORGANIZATION

24

52

168

00

10

20

30

40

50

60

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

Out of the total number of respondents 24% of the respondents Strongly agree that learning through

seminars, demonstrations is effective in the organization,52% of the respondents agree with that statement.16%

gives neutral response, and only 8% of the respondents strongly disagree with that statement.

TABLE -4.18

TABLE SHOWS THE PERFORMANCE APPRAISAL SYSTEM IN THE COMPANY IS FAIR



Agree 44 44%

Neutral 22 22%

Disagree 4 4%


TOTAL 100 100%

FIGURE – 4.18

PERFORMANCE APPRAISAL SYSTEM IN THE COMPANY IS FAIR

28%

44%

22%

4% 2%

0%

10%

20%

30%

40%

50%

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

Out of the total number of respondents 28 % of the respondents Strongly agree that the performance

appraisal system in the company is fair .44% of the respondents agree with that statement.22% gives neutral

response. 4% of the respondents disagree that statement and only 2% of respondent Strongly Disagree with that

statement.

TABLE -4.19

TABLE SHOWS THE BENEFIT PACKAGE FOR THE RESPONDENTS HAVE IS EQUITABLE



Agree 44 44%

Neutral 24 24%

Disagree 2 2%


TOTAL 100 100%

FIGURE –4. 19

THE BENEFIT PACKAGE FOR THE RESPONDENTS HAVE IS EQUITABLE

30%

44%

24%

2% 0%0%

10%

20%

30%

40%

50%

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

Out of the total number of respondents 30% of the respondents Strongly agrees that the benefit

package provided by the company is equitable,44% of the respondents agree with that statement.24% gives

neutral response, and only 2% of the respondents Disagree with that statement.

TABLE -4.20

TABLE SHOWS THE COMMUNICATION SEEM GOOD WITH IN THE ORGANIZATION



Agree 52 52%

Neutral 18 18%

Disagree 2 2%


TOTAL 100 100%

FIGURE – 4.20

COMMUNICATION SEEM GOOD WITH IN THE ORGANIZATION

28%

52%

18%

2% 00%

10%

20%

30%

40%

50%

60%

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

Out of the total number of respondents 28% of the respondents Strongly agree that the communication

seem good within this organization,52% of the respondents agree with that statement.18% gives neutral

response, and only 2% of the respondents disagree with that statement.

TABLE -4.21

TABLE SHOWS THE RESPONDENTS LEARNED THE JOB IN ORIENTATION PROGRAMME AND IT HAS BEEN

TRANSFERRED ON THE JOB



Agree 48 48%

Neutral 26 26%

Disagree 0 0


TOTAL 100 100%

FIGURE – 4.21

RESPONDENTS LEARNED THE JOB IN ORIENTATION PROGRAMME AND IT HAS BEEN

TRANSFERRED ON THE JOB

26%

48%

26%

0 00%

10%

20%

30%

40%

50%

60%

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

Out of the total number of respondents 26% of the respondents Strongly agrees that they learned the job

in orientation programme and it has been transferred on the job.48% of the respondents agree with that

statement and only 16% gives neutral response to that .

TABLE -4.22

TABLE SHOWS THE BENEFITS RECEIVE BY THE RESPONDENT ARE AS GOOD AS MOST OTHER ORGANIZATION

OFFER



Agree 56 56%

Neutral 14 14%

Disagree 2 2%


TOTAL 100 100%

FIGURE –4. 22

BENEFITS RECEIVE BY THE RESPONDENT ARE AS GOOD AS MOST OTHER ORGANIZATION OFFER

28%

56%

14%

2% 00%

10%

20%

30%

40%

50%

60%

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION:

Out of the total number of respondents 28% of the respondents Strongly agree that the benefits they

receive are as good as most other organization offer ,56% of the respondents agree with that statement.14% gives

neutral response, and only 2% of the respondents disagree with that statement.

TABLE -4.23

TABLE SHOWS THE RESPONDENTS SATISFIED WITH CANTEEN AND THE OTHER INFRASTRUCTURAL FACILITIES



Agree 56 56%

Neutral 14 14%

Disagree 4 4%


TOTAL 100 100%

FIGURE –4. 23

SATISFIED WITH CANTEEN AND THE OTHER INFRASTRUCTURAL FACILITIES

24%

56%

14%

4% 2%

0%

10%

20%

30%

40%

50%

60%

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION

Out of the total number of respondents 24 % of the respondents Strongly agree that they are satisfied

with the canteen and the other infrastructural facilities.56% of the respondents agree with that statement.14%

gives neutral response. 4% of the respondents disagree that statement and only 2% of respondent Strongly

Disagree with that statement.

TABLE -4.24

TABLE SHOWS THE LEARNING PROCESS IS UNIQUE IN THE ORGANIZATIONS



Agree 44 44%

Neutral 20 20%

Disagree 12 12%


TOTAL 100 100%

FIGURE –4.24

LEARNING PROCESS IS UNIQUE IN THE ORGANIZATIONS

18%

44%

20%

12%6%

0%

10%

20%

30%

40%

50%

Stronglyagree


RESPONDENT

PE

RC

EN

TA

GE

Series1

INTERPRETATION

Out of the total number of respondents 18 % of the respondents Strongly agrees that the learning

process is unique in the organization.44% of the respondents agree with that statement.20% gives neutral

response. 12% of the respondents disagree that statement and only 6% of respondent Strongly Disagree with that

statement.

TABLE -4.25

TABLE SHOWS THE RESPONDENTS ENJOY WORKING WITH THEIR

CO-WORKERS



Agree 48 48%

Neutral 18 18%

Disagree 6 6%


TOTAL 100 100%

Findings

Findings from this report based on the analysis of the data collected from the respondent through the questionnaire. most of the respondents were co operative and willing to answer the question. the questionnaire was simple and explanatory and overall atmosphere for the survey was available during the project session.

Out of 100 respondents,82 respondents satisfied with the physical environment of their work in JA.

78% of the respondent agree with the relationship with the supervisor is good

Among 100 respondents, 70 of the respondents felts that they have a lot of freedom to decide how to do

their own work

Out of total 100 respondents,84 respondents have stated that in the work place respondents treated with

respect

88% of the respondents states that they are aware of their roles and responsibilities in the organization.

84% of the employees positively opined that there is adequate planning of corporate objectives.

Except 4 respondents, all the other 96 respondents have stated that the goal of the organization are clear

to the respondents

Out of 100 respondents,76 respondent have state that learning through seminars and demonstration is

effective in the organization.

74% of the respondent’s state that the benefit packages for the respondents have is equitable.

80% of the respondent’s states that the communication seems good within the organization.

Hr Audit Sharanya Final

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