human resoures managemnt

7/31/2019 human resoures managemnt

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Table of Contents

NO. TITLE PAGE NO. PREFACE ACKNOWLEDGEMENT EXECUTIVE SUMMARY

1 COMPANY PROFILE

SWOT ANALYSIS 1

27

2 OBJECTIVES & METHODOLOGY OBJECTIVE & SCOPE

MANAGERIAL USEFULNESS OF THE STUDY RESEARCH METHODOLOGY

28

29

30

31

3 DATA ANALYSIS & INTERPRETATION 32

4 FINDINGS, CONCLUSION & RECOMMENDATIONS 52

5 ANNEXURE QUESTIONAIRE HR DOCUMENTS

5657

60

6 BIBLIOGRAPHY 62



2

Chapter – 1

Introduction

1.1 Company profile

1.2 SWOT analysis



3

Company Profile

We take this opportunity to introduce M/s Pragati electrocom (P) Ltd, is an ISO

9001:2000 company involve in innovative designs for Solar Based products, Energy saving,

Power management, Power conditioning & Protection, Lightening & Surge protection

equipment for telecom, Defence, Railways & Industries.

Pragati Electrocom (P) Ltd was incorporated in 2002 with the intention to offer

customized products, targeting the requirements of Telecommunications, Railways, Defence

and Power sector. Innovative and talented manpower, modern infrastructure and vision for

global competence helped creating immediate presence in the industry.

Pragati has a strong South Asia presence through its 5 branch offices located at

strategic locations to serve their respective regions offering solution related to Power

Conditioning, Protection Systems, Embedded Design and Earthing Systems for the Govt.

(BSNL) and private Mobile Operators, Basic Services Operators, Defence and industries.

Pragati has made a phenomenal growth since its inception and has today expand its

profile from OEM producer & solution provider to a Technical Consultant & Turnkey

Solutions Provider. This was achieved by the continuous and dedicated work of 40

professionals from different regions, speaking different languages, working round the clock.

Today Pragati has a turnover of Rs 20 million.

We have taken Turnkey Projects for total Site Protection for India‘s largest telecom

providers BSNL worth Rs 10 million. Besides BSNL we have also worked with private

Mobile operators like Bharti Enterprises (Airtel), BPL Mobile, Indian Railways,

Domestic industries etc. We wish to mention that we have successfully installed nearly 500

systems of lightening and surge protection units for, above-mentioned customers.

We have been working in the Telecom (Both Private and Public) and are preferred

vendors for M/s ITI ltd, for conducting site survey, proposing and implementing the most

effective Lightening Surge Protection & Grounding Systems.

Our Lightening Protection Units and Surge Protections Units are in compliance with

International certificates viz UL, VDE, RDSO and ERTL.

Pragati Electrocom (P) Ltd has got approval from Military Engineering Services

(MES) for its most of products.



4

Protection Modules at the above mentioned sites have been working properly and till

now there‘s no adverse effect of lightening after the successful installation of our protection

devices.

We propose installation of following systems at Communication/Broadcast sites:

Advance lightening prevention system to be installed over the exchange Building/

Tower/ independent mast, duly grounded and installed with a lightning strike

monitoring counters.

Power protection unit incorporates surge arrestors and Low/High voltages cut off

are available in single phase and three phase configuration.

Two stage power line lightning and surge protection units to be installed at the

main Electrical entrance or just before the Power supply units to protect the sensitive

electronic equipment from manufacturing due to induced voltages in power lines. This

protection line is provided with a High/Low voltage cut off. Maintenance free Earthling & Earth Bonding the resistively surveys are carried

out to get an indication of the most advantageous earthling method to be used in a

specific area of a particular application.

Battery protection unit is installed in parallel to the SMF battery banks to

continuously monitoring the Battery Potential to secure them for deep discharge.

Coaxial Cable Protection to ground induced energies in cables entering telecom

equipment viz Radio and Microwave equipment and computer nodes from exterior

premises. These protections are available based on the application.

Telephone line protectors installed at MDF level and subscribers end are available

for Single stage and Multi stage protection levels.

Phase & neutral balancing systems (PNBS) equalizes the voltages and minimizes

the current flowing through the neutral conductor, eliminating wastage of energy. As

a result, there is substantial reduction of electricity bill. It provides, three phase supply

when only two phase available and protection against neutral break.

Line conditioning unit is a digital device servo based correcting device which

accepts the AC mains wise range 90V-310V regulates the same with a speed with a

speed 20V/sec and provide 220V (1%to the equipment).

AC controller is a microprocessor based controlling device that make sequential

running of AC to maintain a prefixed room temp (say range 22(C-26© and also

controls switching on /off of AC‘s as required.

We are OEM of FCBC, SMPS, Batteries, Invertors, Isolation Transformers,

Networking Monitoring and troubleshooting equipment. All of these equipment‘s have been

installed at various BSNL sites and have been working satisfactory till date.

We have taken exclusive distribution for sales, marketing and servicing of solar

products like solar lamps, solar panels, solar lanterns etc. from Sollantek, UK.



5

We would like to offer our products for undertaking Turnkey for power conditioning,

energy saving, power protection, lightening & surge protection for your critical

equipment/areas.

We can also undertake Turnkey projects to ensure a complete site protection from

primary & secondary effects of Lightening and Power transient on premises, power lines and

data lines.



6

Recruitment and Selection

Recruitment

Reynes defines recruitment as ‗Recruitment encompasses all organizational practices

and decisions that affect either the number or type of individuals who are willing to apply for

or to accept a given vacancy. ―The focus of recruitment and selection is on matchi ng the

capabilities and inclinations of perspective candidates against the demands and rewards

inherent in a given job. Recruitment and selection lie at the heath of how business procures

human resource required to maintain a sustainable competitive advantage over its

competitors. Staffing personnel and especially managerial personnel in the organization may

well represent one of the most important human resource management functions.

Torrington and Hall point put that the recruitment process starts with job analysis.

This job analysis is essential in order to gather all relevant information about the job demands

and to set the hiring standards. Essentially, this planning also initiates job analysis, putting

into perspective the organization‘s broader strategies such as cost leadership, differentiation

and focus as described by Porter. These strategies emerge from taking into account the vision

of the organization and the environmental considerations. The aim is to gather information

about how many people to employ, the quality of the people to be employed (knowledge,

skill sets, and habits of the people) how people can be obtained from different sources. In

order to carry out a proper job analysis a carefully planned internal communication is needed.

It is necessary to consider three broad considerations under recruitment, specifically

1. The time to recruit.

2. Sourcing decision.

3. Channel or medium.

4. Number of people to recruit.

The sources of people can be broadly divided into two categories:

Internal sources:

People who are working in the organization constitute the internal sources.

Retrenched employees, retired employees, dependents of deceased employees may also

constitute internal source.

External sources:

External sources lie outside the organization. Here the organization can have the

services of Employees working in other organization, job aspirants registered with

employment exchanges, students from reputed institutions; candidates referred by unions,

friends, relatives and existing employees, candidates forwarded by search firms and

contractors, candidates responding to the advertisements issued by organization andunsolicited applications walk ins.



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Methods of recruitment

Internal methods

Promotions and transfers

Job posting

Employee referrals

Direct method

Campus recruitment

Advertisements

Third party methods

Private employment search firms

Internet recruitment

Selection:

Selection is much more than just choosing the best candidate. It is an attempt to strike

a happy balance between what the applicant can and wants to do and what the organization

requires. Various selection techniques are used to find people with relevant qualifications

who are willing to accept the job offer and give satisfactory services and performance in the

long run. The company obtains assesses information about the applicants in terms of age,

qualification, skills, experience etc. the needs of the job are matched with the profile of the

candidates. The most suitable person is then picked up after eliminating the less suitable

applicants.

The process of selection is as follows:

Step 1: Reception

Step 2: Screening interview

Step 3: Application blank

Step 4: Selection tests

Step 5: Selection interview

Step 6: Medical examination

Step 7: Reference checks

Step 8: Hiring decision



8

Training & Development

Training is an organised activity for increasing the knowledge and skills of people for

definite purpose. It involves systematic procedures for transferring technical knowhow to the

employees so as to increase their knowledge and skills for doing specific jobs with

proficiency. In other words, the trainees acquire technical knowledge, skills, and problem

solving ability by undergoing the training programme.

In the field of human resource management, training and development is the field

concerned with organizational activity aimed at bettering the performance of individuals and

groups in organizational settings. It has been known by several names, including employee

development, human resource development, and learning and development.

Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000.

"Employee Development" was seen as too evocative of the master-slave relationship between

employer and employee for those who refer to their employees as "partners" or "associates"

to be comfortable with. "Human Resource Development" was rejected by academics, who

objected to the idea that people were "resources" — an idea that they felt to be demeaning to

the individual. Eventually, the CIPD settled upon "Learning and Development", although that

was itself not free from problems, "learning" being an over general and ambiguous name.

Moreover, the field is still widely known by the other names.

Training and development encompasses three main activities: training, education, and

development. Garavan, Costine, and Heraty, of the Irish Institute of Training and

Development, note that these ideas are often considered to be synonymous. However, to

practitioners, they encompass three separate, although interrelated, activities.

Training: This activity is both focused upon, and evaluated against, the job that an

individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold

in the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization

employing the individual, or that the individual is part of, may partake in the future, and is

almost impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes.

The sponsors of training and development are senior managers. The clients of training and

development are business planners. Line managers are responsible for coaching, resources,

and performance. The participants are those who actually undergo the processes. The

facilitators are Human Resource Management staff. And the providers are specialists in the

field. Each of these groups has its own agenda and motivations, which sometimes conflict

with the agendas and motivations of the others.



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The conflicts are the best part of career consequences are those that take place

between the employees and their bosses. The number one reason people leave their jobs is

conflict with their bosses. And yet, as author, workplace relationship authority, and executive

coach, Dr John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career

by making the boss look stupid." Training an employee to get along well with authority andwith people who entertain diverse points of view is one of the best guarantees of long-term

success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a

superior, peer, or customer.

The Training process



10

Methods and techniques of training:

A multitude of methods of training are used to train employees. Training methods are

categorized into two groups.

On the job training Off the job training

On the job training: On-the-job training takes place in a normal working situation, using

the actual tools, equipment, documents or materials that trainees will use when fully trained.

On-the-job training has a general reputation as most effective for vocational work. On-the-job

training method includes;

Orientation training

Job instruction training

Apprentice training

Internship training

Job rotation

Coaching

Off the job training: Off-the-job training takes place away from normal work situations

implying that the employee does not count as a directly productive worker while such

training takes place. Off-the-job training has the advantage that it allows people to get awayfrom work and concentrate more thoroughly on the training itself. This type of training has

proven more effective in inculcating concepts and ideas. Off the job training includes;

Lecture

Conference or discussion

Case study

Role play

Programmed instruction

Laboratory training



11

Succession planning

Succession planning is a process for identifying and developing internal people with

the potential to fill key leadership positions in the company.

Succession planning increases the availability of experienced and capable employees

that are prepared to assume these roles as they become available. Taken narrowly,

"replacement planning" for key roles is the heart of succession planning.

Research indicates that clear objectives are critical to establishing effective succession

planning. These objectives tend to be core to many or most companies that have well-

established practices:

Identify those with the potential to assume greater responsibility in the organization

Provide critical development experiences to those that can move into key roles

Engage the leadership in supporting the development of high-potential leaders

Build a data base that can be used to make better staffing decisions for key jobs.



12

Compensation Administration

Compensation is what employees receive in exchange for their contribution to the

organization. Generally, employees offer their services for three types of rewards. Pay refers

to the basic wages and salaries employees normally receive. Compensation forms such as

bonuses, commissions and profit sharing plans are incentives designed to encourage

employees to produce results.

So,

Compensation = Base pay + Variable Pay + Benefits

Objectives

To establish a fair and equitable remuneration

To attract competent personnel

To retain the present employees

To improve productivity

To control cost

To improve Industrial relations

To improve public image of the company.



13

Performance appraisal

A performance appraisal, employee appraisal, performance review, or (career)

development discussion is a method by which the job performance of an employee is

evaluated (generally in terms of quality, quantity, cost, and time) typically by the

corresponding manager or supervisor.

A performance appraisal is a part of guiding and managing career development. It is

the process of obtaining, analysing, and recording information about the relative worth of an

employee to the organization.

Performance appraisal is an analysis of an employee's recent successes and failures,

personal strengths and weaknesses, and suitability for promotion or further training. It is also

the judgement of an employee's performance in a job based on considerations other than

productivity alone.

Objectives:

Give employees feedback on performance

Identify employee training needs

Document criteria used to allocate organizational rewards

Form a basis for personnel decisions: salary increases, promotions, disciplinary

actions, bonuses, etc.

Provide the opportunity for organizational diagnosis and development

Facilitate communication between employee and administration

Validate selection techniques and human resource policies to meet federal Equal

Employment Opportunity requirements.



14

Job rotation & job enrichment

Job rotation is an approach to management development where an individual is

moved through a schedule of assignments designed to give him or her breadth of exposure to

the entire operation.

Job rotation is also practiced to allow qualified employees to gain more insights into

the processes of a company, and to reduce boredom and increase job satisfaction through job

variation.

The term job rotation can also mean the scheduled exchange of persons in offices,

especially in public offices, prior to the end of incumbency or the legislative period. This has

been practiced by the German green party for some time but has been discontinued.

At the senior management levels, job rotation - frequently referred to as management

rotation, is tightly linked with succession planning - developing a pool of people capable of

stepping into an existing job. Here the goal is to provide learning experiences which facilitate

changes in thinking and perspective equivalent to the "horizon" of the level of the succession

planning.

Job enrichment is an attempt to motivate employees by giving them the opportunity to

use the range of their abilities. It is an idea that was developed by the American psychologist

Frederick Hertzberg in the 1950s. It can be contrasted to job enlargement which simply

increases the number of tasks without changing the challenge. As such job enrichment has

been described as 'vertical loading' of a job, while job enlargement is 'horizontal loading'. An

enriched job should ideally contain:

A range of tasks and challenges of varying difficulties (Physical or Mental)

A complete unit of work - a meaningful task

Feedback, encouragement and communication



15

Exit interview

An exit interview is an interview conducted by an employer of a departing employee.

They are generally conducted by a relatively neutral party, such as a human resources staff

member, so that the employee will be more inclined to be candid, as opposed to worrying

about burning bridges. Exit interviews are conducted by paper and pencil forms, telephone

interviews, and in-person meetings or online through exit interview management systems.

Some companies opt to employ a third party to conduct the interviews and provide feedback.

The purpose of an exit interview is to gather employees' feedback on the work

experience in order to improve working conditions and retain employees.

Other uses for exit interviews for organizations include improving work productivity,

providing an early warning about sexual harassment, workplace violence and discrimination

issues and measuring the success of diversity initiatives.

Common questions include reasons for leaving, job satisfaction, frustrations and

feedback concerning company policies or procedures. Questions may relate to the work

environment, supervisors, compensation, the work itself and the company culture.

Employers ask exit interview questions verbally or in questionnaire form. These days,

it's not uncommon for exit interview questions to be in electronic questionnaire form on

computers.

The following questions are asked during the exit interview:

What is your primary reason for leaving?

Did anything trigger your decision to leave?

What was most satisfying about your job?

What was least satisfying about your job?

What would you change about your job?

Did your job duties turn out to be as you expected?

Did you receive enough training to do your job effectively?

Did you receive adequate support to do your job?

Did you receive sufficient feedback about your performance between merit

reviews?

Were you satisfied with this company's merit review process?

Did this company help you to fulfil your career goals?

Do you have any tips to help us find your replacement?

What would you improve to make our workplace better?

Were you happy with your pay, benefits and other incentives?

What was the quality of the supervision you received?

What could your immediate supervisor do to improve his or her management

style?

Based on your experience with us, what do you think it takes to succeed at this

company?



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Did any company policies or procedures (or any other obstacles) make your

job more difficult?

Would you consider working again for this company in the future?

Would you recommend working for this company to your family and friends?

How do you generally feel about this company? What did you like most about this company?

What did you like least about this company?

What does your new company offer that this company doesn't?

Can this company do anything to encourage you to stay?

Before deciding to leave, did you investigate a transfer within the company?

Did anyone in this company discriminate against you, harass you or cause

hostile working conditions?

Any other comments?



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Job satisfaction

Job satisfaction describes how content an individual is with his or her job. The

happier people are within their job, the more satisfied they are said to be. Job satisfaction is

not the same as motivation or aptitude, although it is clearly linked. Job design aims to

enhance job satisfaction and performance; methods include job rotation, job enlargement, job

enrichment and job re-engineering. Other influences on satisfaction include the management

style and culture, employee involvement, empowerment and autonomous work position. Job

satisfaction is a very important attribute which is frequently measured by organizations. The

most common way of measurement is the use of rating scales where employees report their

reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks,

promotional opportunities, the work itself and co-workers. Some questioners ask yes or no

questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all

satisfied" and 5 represents "extremely satisfied").

Job satisfaction has been defined as a pleasurable emotional state resulting from the

appraisal of one‘s job an affective reaction to one‘s job and an attitude towards one‘s job.

Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers

should clearly distinguish the objects of cognitive evaluation which are affect (emotion),

beliefs and behaviours. This definition suggests that we form attitudes towards our jobs by

taking into account our feelings, our beliefs, and our behaviours.

Theories of Job satisfaction

Affect Theory

Edwin A. Locke‘s Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by a

discrepancy between what one wants in a job and what one has in a job. Further, the theory

states that how much one values a given facet of work (e.g. the degree of autonomy in a

position) moderates how satisfied/dissatisfied one becomes when expectations are/aren‘t met.

When a person values a particular facet of a job, his satisfaction is more greatly impacted

both positively (when expectations are met) and negatively (when expectations are not met),compared to one who doesn‘t value that facet. To illustrate, if Employee A values autonomy

in the workplace and Employee B is indifferent about autonomy, then Employee A would be

more satisfied in a position that offers a high degree of autonomy and less satisfied in a

position with little or no autonomy compared to Employee B. This theory also states that too

much of a particular facet will produce stronger feelings of dissatisfaction the more a worker

values that facet.



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Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory. It is a very

general theory that suggests that people have innate dispositions that cause them to havetendencies toward a certain level of satisfaction, regardless of one‘s job. This approach

became a notable explanation of job satisfaction in light of evidence that job satisfaction

tends to be stable over time and across careers and jobs. Research also indicates that identical

twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core

Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are

four Core Self-evaluations that determine one‘s disposition towards job satisfaction: self -

esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher

levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in one‘s own competence) lead to higher work satisfaction. Having an internal locus of

control (believing one has control over her\his own life, as opposed to outside forces having

control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher

job satisfaction.

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg‘s two factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace. This theory states that

satisfaction and dissatisfaction are driven by different factors – motivation and hygienefactors, respectively. An employee‘s motivation to work is continually related to job

satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals

to attain personal and organizational goals. Motivating factors are those aspects of the job

that make people want to perform, and provide people with satisfaction, for example

achievement in work, recognition, promotion opportunities. These motivating factors are

considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects

of the working environment such as pay, company policies, supervisory practices, and other

working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable

to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's

original formulation of the model may have been a methodological artefact. Furthermore, the

theory does not consider individual differences, conversely predicting all employees will

react in an identical manner to changes in motivating/hygiene factors. Finally, the model has

been criticised in that it does not specify how motivating/hygiene factors are to be measured.

Conflict between co-workers.

Conflict with your supervisor.



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Not being appropriately paid for what you do

Not having the necessary equipment or resources to succeed

Lack of opportunities for promotion

Having little or no say in decisions that affect you

Fear of losing your job due to downsizing/outsourcing.



23

Promotion and Transfers

Promotion refers to "the advancement of an employee to a better job - better in terms

of greater respect of pay and salary. Better houses of work or better location or better

working conditions-also may characterize the better job to which an employee seeks

promotions, but if the job does not involve greater skill or responsibilities and higher pay, it

should not be considered a promotion." This definition takes into consideration only a

Vertical promotion.

For the professionally qualified employees promotion is due after every two years of

their working in a particular post and all others who are not professionally qualified are

promoted to next higher grade on the completion of three years.

All employees in the company are can be transferred from one post of duties to

another or from one department to the other department, at the discretion of the company.


Appraisals are normally carried out once in year and their increments and promotions are

given in the basis of that.

The supervisor or the head of the department rates the employee on the basis of his/herperformance looking into account the various factors some of which are are follows;

Quality of the work done by the employee.

Performance of the duties

Attendance

The supervisor rates as excellent, very good, good, average, needs improvement and on

this basis they are appraised.



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Wage and Salary administration

For the purpose of wage and salary administration the employees of Pragati

Electricals have been divided into two categories workers and staff.

WORKERS

Unskilled workers

Semi-skilled workers

Skilled workers

STAFF

Managerial staff

Clerical

Apprentice

The following are the components of the salary of the Workers;

Basic wage

Revised VDA

Old workers benefits

The following are the components of the salary of the staff;

Basic salary

House rent allowance

Conveyance allowance

Other allowance

Assured commission

Annual bonus share

Medical allowance

Incentives

Provident fund

Contribution of PF will be as per Provident Fund Act 1952 i.e. 12% of basic will be

from employee side and 12% of basic salary will be from employer‘s side, which will be

effective from the first day of joining the Organization. The break up of deductions made

is fallow as per RPFC rules:



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Employee’s contribution:

Employee Provident fund - 12%

Family Pension fund - Nil

Employer’s contribution:

Employees Provident Fund - 3.67%

Family Pension Fund - 8.33%

At the time of joining any employee who wants to get his Provident Fund transferred

from his last employers will have to fill up from no 13 for the said purpose or otherwise he

will have to fill u form no 2 for membership/Nomination Purpose as per RPFC rules. The

said forms will be made available by personal department.

Employees can also make contribution towards Voluntary Provident Fund (PVF). The

maximum limit towards PF and VF is 20% of basic salary.

Provident Fund id deducted from the basic salary @12%.

Salary of the employees is received from the Mumbai (Head office) and the respective

branches deduct the PF.

Leave Travel Assistance

Objective

To assist employees to relax and enjoy along with their families as the organization

strongly feels that the family has the important role in the career planning and

development of its members.

Eligibility

All employees of management category are eligible for LTA once in a year equivalent

to one month Basic salary CTC as on date of claiming LTA.

The employees would be required to proceed on a minimum of 5 working days PL for

availing LTA.

LTA will be reimbursed at the current basic salary at the time of availing LTA.

On separation for service, the employees may avail LTA and the company will pay

only proportionate LTA.

LTA can be claimed only after completion of a year, subject to production of original

tickets, (photocopies will also be permissible) as per the TA/DA policy.



26

Strengths and weakness of Pragati electricals (P) Ltd



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SWOT ANALYSIS

Strengths

Great infrastructure and support.

Decent and growing market share.

Efficient service.

Good brand image and awareness.

Weakness

No rural penetration.

International quality standards are

not followed.

Saturation of urban market.

Opportunity

Rural sector.

International sector.

Market of ‗urban poor‘.

Threats

New entrants such as I.com (P)

ltd, Shyam Telecom Ltd.

Government policies could be a

threat.



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Chapter 2

Objective and Methodology

1. Objective & scope2. Managerial Usefulness of the study

3. Research methodology



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Objective and Scope

Broadly the objective of the project is 1‘to study the HR policies and their role on

organizational success‖ is to analyse what percentage of employee is satisfied with the

company and its policies.

The following are the objectives of this project:

To study Human Resource policies.

Recruitment and Selection

Placement

Training and development


Wages and Salary administration

Medical Benefits

HRMIS

Career planning and counselling

Succession planning

Job rotation and enrichment

Exit interviews

To survive the level of employee satisfaction in terms of HR.

To suggest measures to improve employee satisfaction.

The scope of the study

It enables a good understanding of employee mind as to how satisfy they are with the

Human Resource Policies of the company and provides rich insight into what actually goes in

the industrial climate.



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Managerial usefulness of the study

An organization‘s success increasingly success depends on the knowledge, skills and

abilities of its employees, particularly as they help establish a set of core competencies that

distinguish as organization from its competitors.

Organizations have come to realize, over the years that improving technology and

cutting costs enhance performance only up to a point.

To improve beyond that point, the organization‘s people are its most important

resource. In the end, everything an organization does depend on the people. To get the best

out of people, the organization must offer a healthy work climate where they can use their

knowledge, skills and abilities fully while realizing organizational goals. This is where HR

managers play a crucial role – that of bridging gaps between employees‘ expectations andorganizational requirements by adopting HR policies, strategies and practices.

The project will help the management in checking the satisfaction level of employees

as questionnaire by each employee is being filled. This will further help the management to

know what the expectations of the employees from the company are and thus will help to

bridge the gap between management expectation and from employees and employees‘

expectations from the management. The analytical part of the project will show as to in which

all areas the company‘s policies lack which according to the employees should be looked up

on and what is the reason for their stay in the company.



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Research methodology

Methodology is a very important guideline and road to completion of any research

work through observation, data collection etc.

The methodology being used to carry this project was collecting data through primary

& secondary sources. The methods being applied for collecting primary information were

questionnaires and for collecting secondary information the companies‘ previous satisfaction

surveys were being used.

Research Design

To study the effectiveness of Human Resource Policies leading to the employee

satisfaction a set of questions were prepared. The employees were asked to fill them a and

finally the response were evaluated to find out the problem.

Research Approach

Questionnaire was drafted comprising of questions to collect the data.

Design of strategy:

Sample size: 30 employees

Data Processing

Graphs made to interpret data.

Inferences are drawn from the data collected.



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Chapter – 4

Data Analysis



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Question 1 What do you feel about your job?

Interpretation

A majority of people find job as challenging and motivating which clearly depicts that they

are satisfied with the job. However people who find the job as monotonous an still there is a

scope of earning, they seems to be dissatisfied with the job.

Challanging

Motivational

Monotonous

Scope of learning



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Question 2 Are you satisfied with the nature of the job in the farm of the organization?

Interpretation

83% of the employees are satisfied with the nature of the job in the farm of the organization

or 5% agree, 7% neither agree nor disagree, 3% disagree. Whereas, 2% of the employees are

not strongly disagree with the nature of the job in the farm of the organization.

Strongly agree

Agre

Neither agree now disagree

Strongly disagree



35

Question 3 Are you happy with the working environment and conditions?

Interpretation

73% of the employees are satisfied with the working environment and conditions, 10% agree,

10% neither agree nor disagree, 5% disagree. Whereas, 2% of the employees are strongly

disagree with the working environment and conditions of the organization.

Strongly agree

Agree

Neither agree nor disagree

Strongly disagree



36

Question 4 Are you satisfied with the Monetary Benefits?

Interpretation

83% of the employees are strongly-agree, 5% agree, 7% neither agree nor disagree, 3%

disagree. Whereas, 2% of the employees are strongly disagree with the company‘s monetary

benefits.

Strongly Agree

Agree


Dsiagree

Strnogly disagree



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Question 5 Are you satisfied with the non-monetary benefits?

Interpretation

A major percentage of the employees i.e. are strongly agree with the non-monetary benefits

of the company, 15% of the employees agree, 12% neither agree nor disagree, 4% disagree.

Whereas 2% are strongly disagree with the non-monetary benefits of the company .

Strongly Agree

Agree


DsiagreeStrnogly disagree



38

Question 6 Are you satisfied with the job hours?

Interpretation

57% of the employees are strongly-agree with the job hours, 18% agree, 12% neither agree

nor disagree, 10% disagree. Whereas, still 3% are strongly disagree with the job hours

allocated to them.

Strongly Agree

Agree





39

Question 7 Are you satisfied with the relationship between you and your boss?

Interpretation

47% of the employees are strongly agree with the relationship between them and their

immediate boss, 18% agree, 12% neither agree nor disagree, 15% disagree. Whereas, 8% are

strongly disagree with the boss.

Strongly Agree

Agree


Dsiagree

Strnogly disagree



40

Question 8 Is there a cordial relation amongst the employees?

Interpretation

70% of the employees feel that there is a cordial relation amongst the employees. However,

30% feel that there is no cordial relation amongst the employees.

Satisfied

Dissatisfied



41



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Question 9 Do you possess the knowledge and required skills for your job?

Interpretation

63% of the employees feel that yes they possess the required knowledge and skills. However,

37% feel that they do not possess it.

Satisfied

Dissatisfied



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Question 10 Do you think that recruitment & selection procedure is strong?

Interpretation

2% (strongly disagree) of the employees that Recruitment and Selection procedure is strong

enough to select the right person for the right job, 10% agree, 15% neither agree nor disagree,

8% disagree. Whereas, 65% of the employees are strongly agree.

Strongly Agree

Agree





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Question 11 Are you satisfied with the medical facilities provided by the ESI Hospital?

Interpretation

80% (strongly agree) feel that medical benefit policies are good enough to help them during

sickness of family & self, 8% agree, 3% neither agree nor disagree, 5% disagree. However,

4% strongly disagree with the medical benefits.

Strongly Agree

Agree





45

Question 12 Are you satisfied with the leave structure of the company?

Interpretation

80% if the employees are satisfied with the leave policy of the company, 8% agree, 3%

neither agree nor disagree and 5% disagree. However, just 4% (strongly disagree) feel that

the leave structure followed in the company is not satisfactory.

Strongly Agree

Agree


Dsiagree

Strnogly disagree



46

Question 13 Do you think HR department is able to handle the issues in the organization?

Interpretation

75% of the employees are satisfied with the Human Resource department ability to handle

issues of the organization, 5% agree, 6% neither agree nor disagree, 8% disagree. However,

still 6% are not satisfied with the working of HR department.

Strongly Agree

Agree


Dsiagree

Strnogly disagree



47

Question 14 Are you satisfied with the Training & Development programme of the

organization?

Interpretation

83% of the employees are strongly agree with the Training & Development programmes of

the company, 5% agree, 6% neither agree nor disagree, 3% disagree. However, just 3% are

strongly-disagree.

Strongly Agree

Agree


Dsiagree

Strnogly disagree



48

Importance of Training

Interpretation

A majority of employees feel that Training & Development plays a very vital role in

increasing their competency level. However, some feel that it is important and a very few

employees feel it‘s a mere wastage of time.

0 5 10 15 20

Waste of time

Important

Very important





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Does your organization clearly defines your job description

Interpretation

83% say that Yes, the organization clearly defines their job description. However, 17% does

not seem to be satisfied.

Satisfied

Dissatisfied



50

Reason to stay in the Organization

Interpretation

It is seen from the graph that 27% of the employees are working in this company because of

the working environment is good. However, 23% are working because they are satisfied with

the monetary benefits. 10% are working because they are satisfied with the non-monetary

rewards of the company. Only 23% feel that the location of the office is accessible and the

brand name, so they are working in the organization.

Brand name

Location

Monetary rewards

Non-monetary rewards

Workign environment



51

Areas of improvement

Interpretation

30% of the employees feel that there is a scope of improvement in Training & Development

programme of the company. Another 33% feel that Performance Appraisal Techniques

should be modified. 30% employees feel that employees should be motivated be providing

more non-monetary rewards and some recreational activities. 7% feel that Communication

between the employees and their supervisors should be looked upon.

Training & Development


Techniques

Communication

Non-monetary rewards



52

Chapter 5

Findings, Conclusion and Recommendations



53

Findings & Conclusion

Although majority of the employees agree that they are satisfied with the human

resource policies of the company but some areas need up gradation and improvement.

The employees are satisfied with the Recruitment & Selection process of the

company. However, some feel that employee new system should be motivated in the

company.

The employees in the company are not satisfied with the induction, training and

development process of the company which hamper their productivity and

performance.

The performance appraisal system is typical and traditional. So employees are not

satisfied with the appraisal system and agree that is acts as a hindrance in the path of

their success.

Wage and Salary structure is comparable with the similar industries.

The medical benefits policy is acceptable to the employees.

Employees are satisfied with the working hours, working environment. However, they

feel that there is a lack of communication between the supervisors and the

subordinates.

There are no motivational activities in the company and even recreational facilities are

also very less in numbers.

There is a big problem of space in the company due to which there is shortage of

manpower in the company hence more work load on the existing employees of the

organization.

There are no non-monetary rewards for the employees in the company.

In a nut shell the general perception of employees at Pragati Electricals can be

understood in context with Herzberg theory of motivation which essentially propose that

factors that affect job satisfaction may not necessarily effect upon job dissatisfaction and

factors that affect job satisfaction, compensation and benefits satisfy the lower level needs

of the employees, but motivation and satisfaction result from higher needs being met.



54

Herzberg model of motivation theory

No job satisfaction Satisfaction

This scale is affected by motivation factors and operated independently of

scale illustrated above.

Job dissatisfaction No job dissatisfaction

This scale is affected by hygiene factors and operated independently of the

scale illustrated above.

The hygiene factors are as follows:

Supervision

Company policy and administration

Working conditions

Interpersonal relations with peers, subordinates and supervisors

Job security

Personal life

These hygiene factors when perceived as unmet by the employees, lead to bad

feelings towards the job yielding job dissatisfaction.



55

Recommendations

New recruitment systems like employees referral programmes should be motivated in

the company.

More emphasis should be given on training and development of the employees. Tostart with the indication training should be given to new employees by an expert, to

increase his/her productivity in the long run. Periodic training in the area of concern

should be provided to update the employee knowledge and to bridge up the gap

between company‘s recruitment & employee specification.

Programmes like career counselling, job rotation and assessment of skills knowledge

and abilities to identify development opportunities should be followed effectively.

A new performance appraisal system should be adopted and followed, 360 degree

performance management system should be introduced in the company which will

increase the productivity of the employees and hence will enhance job satisfaction

among the employees.

Company should come up with motivational activities like management games,

refresher training, special dress code days etc. and other recreational faculties should

be provided like gymnasium, outstation trips, some competition on festivals etc. this

will rejuvenate and motivate the employees which will help to increase their

productivity and satisfaction on the company.

Communication should be made more transparent between the supervisor and

subordinates by conducting weekly meetings, hurdle meetings compulsory.

More of professional culture should be followed like a proper dress code, punctuality

of time and work.



56

Annexure



57

Questionnaire for employees at Pragati Electricals (P) ltd

Name:

Department:

Employee code:

Designation:

Age: Under 20 20-30 31-40 41-50 51-60

You have been working in the organization for the last

1. What do you feel about your job

a. Challenging b. Motivating

b. Monotonous d. Scope of learning

2. Are you satisfied with the nature of the job in the farm of the organization?

a. Strongly agree b. Agree

b. Neither agree not disagree d. Disagree

3. Are you satisfied with the working condition and the environment?



4. Are you satisfied with the monetary benefits in the organization?





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5. Are you satisfied with the non-monetary rewards in the organization?


b.

Neither agree not disagree d. Disagree

6. Are you satisfied with the job hours in the organization?



7. Are you satisfied with the relationship of you and your boss in the company?

a. Satisfied b. dissatisfied

8. Are you satisfied with the cordial relation among the employees?


9. Do you possess the knowledge and required skills for your job?



10. Do you think Recruitment and Selection procedure is strong in the company?



11. Are you satisfied with the medical benefits the company provides?





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12. Do you satisfied with the leave structure of the organization?



13. Do you think HR department is able to handle the issues in the organization?



14. Are you satisfied with the ―Training and Development‖ programmes of the

organization?


15. How important is Training for you in the organization in enhancing your competency?

a. Important b. very important

b. Wastage of time

16. Does your organization clearly define your job description?

a. Yes b. No

17. Give any two reasons to stay in the same organization?

18. What are the important areas of improvements that can be worked upon to increase

the employee satisfaction?



60

Pragati Electricals (India) Private Limited

Confirmation of selection

Enclosed please find the application and bio data or Mr/Ms

She/he was interviewed and selected for employment by the following

1-

2-

3-

The particulars are as follows

1. Designation - _____________________

2. Job description - _____________________

3. Salary - _____________________

4. Probation period - _____________________

5. Date of joining - _____________________

6. Salary offered on - _____________________

Confirmation/Completion

Of training period

7. Responsibility - _____________________

8. Additional information - _____________________

9. Departmental head - _____________________

_______________ __________

Signature Date



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LTA claim from

Name

Employee code

Designation

Department

This is to certify that I have completed the period of entitlement for LTA on

____________. It is requested that I may be paid a sum of Rs _________ (Rupees

_________________________________)

Towards my LTA

Signature _________

Date _________

Approved Rs _________

(HR Department)



Bibliography

1. Reference Mr Arun Monappa, ‗Human Resource Management‘, Tata McGraw Hill,

New Delhi 2008.

2. Plumbey P (1985), Recruitment and Selection, Institute of Personnel Management,

London

3. Torrington D and Hall L (1991), Personnel Management, Prentice-Hall, Cambridge.

Websites:

www.pragatielectricals.com

www.google.com

www.yahooanswers.com

http://www.pragatielectricals.com/


http://www.google.com/


http://www.yahooanswers.com/





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