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A

SUMMER TRAINING REPORT

on

HR POLICIES AND PRACTICES

IN

SARASWATI SUGAR MILLS LTD

Submitted to:

Kurukshetra University,Kurukshetra

in partial fulfillment for the degree of

Master of Business Administration(2009-2011)

Under the guidance of: Submitted by:

Mr. Pankaj Malik Shaveta Bhatia

(Vice president,HR) Roll no:

SSM MBA(Final)

MAHARAJA AGRASEN INSTITUTE OF MANAGEMENT & TECHNOLOGY

( ISO 9001-2008), JAGADHRI -135003 ( YAMUNANAGAR),

Approved by AICTE and HRD Ministry, affiliated to Kurukshetra University, Kurukshetra


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DDEECCLLAARRAATTIIOONN

I, Shaveta, hereby declare that the work presented herein is genuine work done originally by me and has not

been published or submitted elsewhere for the requirement of a degree programme. Any literature, data or

works done by others and cited within this dissertation has been given due acknowledgement and listed in

the reference section.

Shaveta

Reg.no.-

Date:


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AACCKKNNOOWWLLEEDDGGEEMMEENNTT

My immense faith and gratitude to the helping hands continue to grow unabated. The way they have borne

with me is a reason strong enough to extend my heartfelt thanks with immense regards to them.

I am gratified to Mr. Pankaj Malik(my external guide), to worthy director sirDr. Rajkumar, to our head

of department Dr. Adarash Aggarwal & to Dr. Veera Kochhar (my training coordinator) for building

confidence in my abilities and giving me an opportunity to pursue this project This project would not have

been possible without their cooperation. I have tried to put in the best of my efforts to make the project quite

comprehensive, illustrative and informative.

I am not forgetting the contribution of all those people who gave me their valuable comments and

information regarding my project. I would like to thank all my friends to remain understanding and to help

me in my Research project.

Never to forget I would like to thank the ALMIGHTY for being with me all the time I was doing the project

and giving his blessings whenever I was in the need of it.


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PREFACE

With the globalization & liberalization, business management has becomes so difficult and environment socomplex that nothing less than The Best can survive in this business world. So the business manager must

not only be acquainted with the latest management tools and techniques, but he should also know how to

implement them.

Theory without practice is sterile; practice without theory is blind. So no, doubt, class room is

important but at the same time, project is also an integral part of a future managers curriculum .It gives him

a chance to apply the concepts in real life situations.

All M.B.A students are required to undergo training report in 2nd semester. I have done my training under

Mr. PANKAJ MALIK. The project given to me that is HR POLICIES AND PRACTICES IN SSM. On

the Basis of the survey conducted, I have concluded the findings and recommended.


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CONTENTS

CHAPTERS PAGE NO

1)Introduction to the Topic

I. Meaning

II. Characteristics

III. Types of policies

IV. HR Mission

V. Advantages

VI. Disadvantages

1-6

2) Literature review 7-11

3) Introduction to company

I. History

II. Corporate profile

III. Location

IV. Technical up gradation

V. Achievements

VI. Group turnover

VII. Organizational setup

12-18

HR policies of SSM 19-48

4) Objectives of Study 49-50

5)Research Methodology 51-53

6) Data Interpretation and Analysis 54-69

7)Findings, Suggestions& Conclusion 70-73

Bibliography 74-76

Questionnaire 77-79


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TABLE NO. NAME OF THE TABLE PAGE NO.

1 Awareness regarding policies 55

2 Information 56

3 Necessity 57

4 Justification 58

5 Good for management 59

6 Working environment 60

7 Satisfaction level 61

8 Motivation 62

9 Smooth functioning 63

10 Implementation 64

11 By seniors & subordinates 65

12 By colleagues 66

13 Change in the policy 67

14 Want changes 68

15 Resistance 69


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FIGURE NO. NAME OF THE FIGURE PAGE NO.

1 Awareness regarding policies 55

2 Information 56

3 Necessity 57

4 Justification 58

5 Good for management 59

6 Working environment 60

7 Satisfaction level 61

8 Motivation 62

9 Smooth functioning 63

10 Implementation 64

11 By seniors & subordinates 65

12 By colleagues 66

13 Change in the policy 67

14 Want changes 68

15 Resistance 69


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CHAPTER:1

INTRODUCTION TO HR POLICIES

Human resource management policies are vital for organizations that are serious about resolving personnel

issues and to find HR solutions. HR policies provides HR advice, HR policy solutions, job description and

evaluation services while we understand the role of HR, we can, therefore provide our goal to organization

as HR specialist, the following:

Pre written HR policies which confirms that organization or company has consistent and well written legal

policies and procedures

A step by step job description written guide.

Professional and accurate job description writing services.

Professional and fair job description, evaluation services.

Professional and affordable HR advice.

I. DEFINITION OF PERSONNEL POLICY:-Policy is an understanding by members of a group that

initiates the actions of each member of the group in a given situation more predictable to other members. A

policy is a guide for making decisions. If a decision provides help for decisions in other situations, it is saidto be a policy decision, because it sets an example and provides some guide for decision making in future.

Personnel policies guide action. They offer the general standards based on which decisions are reached. The

HR policies serve as a road map for managers on various issues such as recruitment, selection, promotion

and compensation.


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. CHARACTERISTICS OF A SOUND PERSONNEL POLICY:-

It is related to personnel objectives of the company and is explained to all.

It is a gist of previous experience in form of guidelines that help managers in decision making process. It

serves as a standing plan which can be used repeatedly for solving problems of recurring nature.

It prescribes limits and yardsticks for future actions.

It is an important management tool that helps management to transfer some decision making to lower levels

of organization. It is reasonable and capable of being accomplished.

It helps in achieving the co ordination of organizational members and provides more accurate prediction

about the actions and decisions of others.

It should be just fair and equitable to internal and external groups.


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TYPES OF PERSONNEL POLICIES:-

The personnel policies can be classified into following depending upon their sources i.e. Originated,

Appealed, Imposed, General or Specific, Written or Implied.

ORIGINATED POLICIES- originated policies are generally given by top management to guide

departmental heads at various levels.

APPEALED POLICIES- such policies are the policies which were earlier not formulated to cover or to meet

the requirements. Such request usually comes from subordinates who fail to handle the cases based on

existing policies.

IMPOSED POLICIES- these are formed under pressure from external agencies such as government, trade

union etc.

GENERAL POLICIES- it represents the basic philosophy and priorities of the top management in

formulating the broad plan.

SPECIFIC POLICIES-these policies cover specific issues such as hiring, rewarding and bargaining.

WRITTEN OR IMPLIED POLICIES-implied policies are inferred from the behaviour of the members such

as dress code, politeness etc. Written policies on the other hand provide proper direction and explanation so

that there is very little room for misinterpretation.


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ADVANTAGES:-

There are several advantages of personnel policies which are explained below:-

y DELEGATION- it helps managers functioning at various levels to act with confidence without the need for

consulting superiors.

y UNIFORMITY- taking decisions in issues by people at different levels

become uniform and therefore the actions of people become more consistent in a given situation.

y BETTER CONTROL- the personnel policies specify the relationship shared between employees and

management as such they allow members towards achievement of organizational objectives. Therefore, little

friction and very less conflict and thus better control automatically pave way for smooth functioning.

y STANDARDS OF EFFICIENCY- policies also serve the purpose to know the standards in execution of

policies at work. It provides opportunity to management to see whether their policies have been translated in

action by various groups in view of the level of performance the existing policies can be modified, if

required.

y CONFIDENCE- travelling through actions in terms of policies makes the employee to understand their

position as to where they stand. Their success through performance brings confidence in them which also

avoids misinterpretation and friction

y SPEEDY DECISIONS- policies after execution can speed up decisions.

y COORDINATING DEVICES- personnel policies help in achieving coordination with other departments if

they are practicing the same policy. They can predict more accurately the actions and decisions of others.


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LIMITATIONS/HURDLES IN EXECUTION OF PERSONNEL POLICIES:-

The factors which create hurdles in implementation of personnel policies are:

Policies are standing plans and bring about rigidity in operations. Many a times managers are showing

resistance to follow policy guidelines.

Policies do not cover all problems. Sometimes unforeseen situations arise which are not covered by theexisting policies.

At times conflict starts between implied and expressed policy statements especially on (services),

Employment matters.

Personnel policies demand constant revision, modification to suit to changing situations.

Expressed policies grant freedom to managers as to what is to be done in a particular situation while somemanagers may be liberal and may deviate.

In the backdrop of above hurdles it is necessary to look into the essentials of sound personnel policies.


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LLIITTEERRAATTUURREE RREEVVIIEEWW

Merging compensation strategies: HR's efforts to integrate compensation strategies and

practices are a key component of successful mergers and acquisitions.

Wells, Susan J. (2004)

Depending on the circumstance of the deal--and the compensation policies of the merging companies--HR

may be called on to splice disparate payment plans into a program that fits the new organization, orHRmay

have to discard the original plans and then create a program from scratch that complements the merged

entities. Either way, old and new employees will be concerned about what is happening with their pay, so

HRalso must develop an effective communications plan to inform and reassure them.

Cultural differences influencing German HR policies in Asia

Wolfgang Stehle, Ronel Erwee(2007)

The study confirms the importance of perceived cultural differences between managers at headquarters and

in the subsidiaries and highlights the presence of misperceptions based on overgeneralisations emanating

from the German headquarters as well as local subsidiaries. Convergence is confirmed on a HR policy level

with crossvergence taking place on a process level via regional platforms. The growing role of the subsidiary

HR director as a cultural translator and regional team player is found to be a key element in the transfer

process.

Access to Family-Friendly Work Practices: Differences Within and Between Australian

Workplaces.

Gray, M. & Tudball , J. (2002).

Examines four work practices used by Australian organizations: Hours flexibility, access to a telephone for

family reasons, permanent part-time employment, and leave to care for sick family member. These practices

are accessed in terms of employees access to and use of these family-friendly work arrangements.


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HRM as a significant factor for achieving competitiveness through people: the Croatian

case.(human resource management)

Vokic, Nina Poloski( 2008 )

This paper evaluates the quality of human resource management (HRM) in Croatia because excellent human

resource (HR) policies, programs and activities enable enterprises to maximize their workforce productivity.

The research was conducted in enterprises with more than 200 employees. The value of HRM was assessed

using the HR audit approach. Fifty-five HR indicators were analyzed from the top 10 Croatian HR

enterprises to serve as benchmarks for the final sample of 80 enterprises. Results indicate Croatian

enterprises have deficient HR practices, on average. Independent sample t-tests showed 61.82% of HR

indicators were significantly better in the benchmark firms. Consequently, HRM in Croatia cannot be

considered solid ground for achieving competitiveness through people.

What Makes a Great Human Resource Strategy?

Human Resource Planning (1999 )

A great human resource strategy provides a compelling and convincing business case for aligning people and

organization with business strategy. It commands the attention of management and builds the necessary

commitment for required resources and support for implementation. Great strategies create dissatisfaction

with the current state (pain or opportunity) and build an acute sense of urgency and readiness to change.

Gender a Missing Dimension in Human Resource Policy & Planning for Health

Reforms by Hilary Standing

Meeting the health needs of women as major users and potential beneficiaries of health services is a key

international concern. This article argues that in order to do this, attention must also be paid to both equal

opportunities and efficiency issues in the health sector workforce, given the highly gender segregated nature

of occupations in the health sector and the potential for both gender inequity and inefficiency in the use of

human resources which this poses. Taking gender seriously in HRPP entails developing appropriate

methodologies for data collection, monitoring and evaluation.


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Learning, Not Litigating: Managing Employee Development And Avoiding Claims Of

Age Discrimination.Maurer,T.& Rafuse,N. (2001).

This article offers suggestions to avoid age discrimination in training and development. Two perspectives are

examined. First, a lack of training can be detrimental to older workers. Second, the legal perspective, that a

lack of training opportunities may be discriminatory. Some suggestions for avoiding discrimination in

training and development are offered including: Culture and policies; decisions about training and

development opportunities; supervisors and developmental relationships; and training managers on

stereotypes.

CORPORATE SOCIAL RESPONSIBILITY: THE KEY ROLE OF HUMAN RESOURCE

MANAGEMENT. Suparn Sharma , Joity Sharma , Arti Devi

Business organizations have waked up to the need for being committed towards Corporate Social

Responsibility. But still majority have just been taking up some form of philanthropic activities for its

stakeholders. Nurturing a strong corporate culture which emphasizes Corporate Social Responsibility (CSR)

values and competencies is required to achieve the synergistic benefits. The employees of an organization

occupy a central place in developing such a culture which underlines CSR values and competencies.

What difference does ("good") HRM make?

James Buchan

The challenge for researchers and policy analysts in the health sector is to bridge the current knowledge gap

between what we know from the general evidence base on HRM inputs and performance, and what we

know from the health-specific evidence base focusing on sector-specific outcome measures.Finally, it should

be noted that defining the "best practice" evidence base is one thing, but translating this into widespread

application of the appropriate bundle of HRM interventions is another. This highlights an important issue for

any sector wishing to improve HRM practice: deciding how best to disseminate good practice in HRM is as

important as determining how to identify and evaluate it

Identifying Good Practice in Flexible WorkingCreagh, M. & Brewster, C. (1998)

Presents three case studies from Italy, Sweden and the UK on flexible work practices. The advantages

and disadvantages for both employers and employees are discussed with reference to the case studies.

A good benchmarking opportunity. The paper concludes that flexible work practices can deliver

positive outcomes when some simple steps are followed.


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Diversity Practices: Learning Responses for Modern Organizations.

Allen, R., Dawson, G., Wheatley, K. & White, C. (2004).

Outlines how the use of basic management functions to identify diversity issues so managers can better

serve their organizations. These basic functions outlined include: Planning, Organizing, Staffing,

Directing and Controlling.

Policies and Practices to Encourage Women Returners

Davey, C.L. & Davidson M.J. (1994)

This paper describes the results of a very practical research study that interviewed 16 women in depth

as well as analysed completed questionnaires by a further 160 women who had taken maternity leave

from one institution over an 8 year period. It is not an Australian study but results offer an insight into

who returns to work, what provisions and opportunities encourage women to return and the benefits to

the organization in providing these provisions.

Article: Benchmarking industry practices in sales HR in

India.(Communication)(human resource)

Sanjay Kumar; G., Sindhu (2010)

Benchmarking encourages organizations to carry out self-analysis to find out the most efficient way to

attain competitive position by monitoring the best practices of the industry. It is perceived as a

continuous process of measuring products, services, and practices against the toughest competitors or

those companies recognized as industry leaders (Camp 1989).

Promotion Decisions As A Diversity Practice.

Ruderman, M.N. & Ohlott P.J. (1995)

This paper provides information on the means to investigate and challenge existing promotion norms

within organizations. It offers a case analysis of promotion decisions in one organization. A great

benchmarking tool! In this case there were some differential trends in the accounts of promotions of

men and women.

Preventing Workplace Harassment: An Organisational Change Perspective

Deadrick, D., McAfee, B. & Champagne, P. (1996)

This article describes an approach on how an organization can use organizational change strategies to

implement a change program in workplace to alter the culture concerning harassment. The change

model includes: Problem recognition; Employee learning and development; and Evaluation of change

effectiveness. The end result should be a workplace where the culture is one of mutual respect.


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Flexibility Proves Profitable for Large Firms.

Carlson, L. (2005)

Presents a brief case study about how Chubb Corp implemented workplace flexibility. Chubb Corp

was initially sceptical about the benefits of flexibility. However, the pilot program proved to be very

successful with significant improvements in productivity and work quality. Tips for implementing

workplace flexibility successfully are also presented.

Is Diversity Divisive' A Positive Training Approach.

Bagshaw, M.(2004).

A case study of the London Fire Brigade is outlined demonstrating the benefits of learning how to

manage diversity in the workplace effectively. A brief outline of the diversity training program is

presented. The main focus of the program was to development communication skills.

Pay Equity -2

0 years of change and continuityGillian Whitehouse

The story of pay equity in Australia is usually told in terms of the influence of wage setting

institutions, and illustrated by the dramatic narrowing of the gender pay gap that occurred over the

1970s. The fate of pay equity since the 1980s has received much less attention, and indeed there has

been more continuity than change over the past 20 years. This paper looks at the resilience of the

ongoing gender pay gap as a reminder of the multiple and complex causes of gender pay inequality,

and the need for a multi-faceted strategy to achieve further improvement.

Strategies For Developing Women Managers: How Well Do The Fulfil Their

Objectives'

Lewis, A. & Fagenson, E. (1995)

This article highlights the advantages and disadvantages a number of training programs types. Women

training programs, Management training for men and women Mentoring Program. The researchers conclude

that women should not be segregated from men when attending training programs.

Confronting Discrimination in Your Workplace

Hemphill, H. & Haines, R. (1998)

This interesting paper recognizes the high stake business issues of avoiding and managing offences of

discrimination and harassment. It offers a simple three step approach for taking on the challenge to confront

discrimination in the workplace while acknowledging the complex effort required to for its implementation.

It offers reasons why diversity training may not provide the solution.


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The project lookout for overall review of the organization and to know how much the employees are aware

about the policies, referring the general staff of both the managerial and non-managerial level of employees.

To study the HR policies being followed in sugar mill and its major objectives are:

To study the awareness level of employees regarding policies in sugar mill.

To check the satisfaction level of employees about the policies.

To check the application level of policies in organization.

The project is based on my experience and frequent interaction with the employees in SSM

NEED OF THE STUDY:

Industrial progress is an outcome of mainly of the human and physical resources of the production.

Sufficient progress has been made in the sphere of physical input such as capital and technology. Despiterapid development in technology the desired level of economic development and social welfare are yet to be

achieved! One of the main causes of failure has been underutilization of human resources in the country.

Unfortunately the rate of progress in our country has not been commensurate with our potential on account

of lack of appropriate work culture. Employer and employed are still looked upon as adversaries rather than

as partners. In the joined endeavors frequent strikes, lockouts and other forms of industrial unrest are

symptoms of prevailing environment in industry.


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In this project the main purpose of the study was to have a thorough understanding of the theoretical

concept and their practical application by being placed in the actual work environment

To understand their relevance and find the extent to which they are actually being applied in the work

situation; to have an in-depth knowledge of the function of the organization through actual work experience.

LIMITATIONS OF THE STUDY:

My project being based on the primary data, I have undergone a session of interaction through questionnaire with both

the managerial and non-managerial group of employees as per the requirement of my project.

Now, while undergoing the interview process I found certain constraints existing thereby in SSM:

y Hiding of some true facts by the respondents due to fear of the management.

y Some of the responses given by the respondents vague i.e. not legible and clear.

y Few of them showed disinterest as they all have a notion that such an investigation is futile and that they will gain no

benefit from it.y Few of them remained quiet when asked about what suggestions they would like to give for future developments and

success of SSM.


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CHAPTER:5

RESEARCH METHODOLOGY

METHODOLOGY OF THE STUDY:

The basic purpose of research is to find out solutions to certain questions by making use of scientific and

systematic techniques. Before finding an appropriate solution to a problem, the researcher has to decide the

way in which he wants to proceed (work) in future.

This refers to the development of a proper Research Design. Research Design is concerned with the methods

and ways in which the investigator manages the situation to study the selected problem.

Research in common parlance refers to a search for knowledge. The Advanced Learners Dictionary of

Current English lays down the meaning of research as a careful investigation or inquiry especially through

search for new facts in any branch of knowledge.

A Research Design is the plan and structure of investigation so conceived as to obtain answers to research

questions. The plan is the overall scheme or program of the research. It includes an outline of what the

investigator will do from writing hypotheses and their operational implications to the final analysis of data.

A structure is the framework, organization, or configurations of the relations among variables of a study. A

research design expresses both the structure of the research problem and the plan of investigation used to

obtain empirical evidence on relations of the problem (Fred N. Kerlinger). Simply stated, research design

is a process of deliberate applications of research methods directed towards bringing an expected situation

under control.

SAMPLE SIZE

Sampling is an essential technique in the field of research, Probably no concept is as fundamental to

conduct research and interpretation of its results as is sampling. Determining the size of the sample and its

method of selection plays a pivot role in a sample survey. The sample must be the representative of the

various strata of the population to yield reliable results. It is, for the purpose of this study, decided to select a

sample of 20 respondents from SARASWATI SUGAR MILL. For the purpose of selection of respondents,

Simple random sampling technique is used.


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SOURCES OF DATA

Present st is mainl based on t e primary data. Primary data is collected wit t e help of survey

(questionnaire) of 50 respondents from SARASWATI SUGARMILL, YAMUNANAGAR.

TOOLS OF INVESTIGATION

The study is conducted with pre-structured questionnaire (appendi -1). To facilitate answering, the questions

are developed in simple words, to convey the real and full meaning.The questionnaire was also pre-tested to

see whetherthe respondents would face any difficulty in understanding and answering the questions.

DATA COLLECTION

The questionnaires were directly given to the respondents. The instructions were clearly given on the

questionnaire to facilitate easy and accurate responses but in order to avoid biasness in the responses; the

purpose of the study was not disclosed. The respondents were assured that the record would be kept

confidential. Whenever they faced any difficulty in understanding any item the meaning was readily

explained without biasing their responses.

It was made sure, in this study, thatthe data collected through questionnaires were complete in all respects.

y T E OF RESEARCH : DESCRIPTIVE RESEARCH

y SOURCE OF DATA : PRIMARY AND SECONDARY DATA

y PRIMARYDATA : QUESTIONNAIRES

y SECONDARYDATA : DATA OF THE FACTORY AND

FROM INTERNET

SAMPLING FRAME ORK:

SAMPLING UNIT : EMPLOYEES OF COMPANY

SAMPLING METHOD : NON PROBABILITY SAMPLING

SAMPLING TECHNIQUE : CONVENIENCE SAMPLING

SAMPLE SIZE : 50


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CHAPTER:6

DATA INTERPRETATION

AND

ANALYSIS


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OBJECTIVE 1: To study the awareness level of employees regarding policies in sugar

mill.

Q1. Are you aware about the following HR policies of SSM?

Table 1

Figure 1

INTERPRETATION: 94% of the employees were aware about the recruitment policy,

98% were aware about the training policy, 94% were aware about the appraisal and increment

policy and 94% of the employees were aware about the separation policy

0102030405060

Recruitment

policy

Training policy Appraisals and

Increments

Separation

policy

Awareness of employees regarding HR policies in suyes

no

yes no

Recruitment policy 47 3

Training policy 49 1

Appraisals and Increments 47 3

Separation policy 45 5


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Q2.How you got the i ormation about these HR poli ies?

Table 2

Colleagues

NOTIC S 21

Superior 11

HR 1

Figure 2

Interpretation: Out of 50, got the information through colleagues, 21 through notices, 11 through

superiors and 1 through human resource developmentdepartment.

Colle es

NO CES

S e or

HRD


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Q.3 Is there a necessity for the org. to have policies?

Table 3

VERY MUCH MUCH AVERAGE NEUTRAL LESS

31 17 2 0 0

Figure 3

INTERPRETATION: 31employees feels that there is very much necessity to have policies in the

organi ation, 17 feels thatthere is much necessity and 2 feels thatthere is average necessity of policies in the

organi ation.

necessity for the org. to have policies

VERY MUCH

MUCH

AVERAGE

NEUTRAL

LESS


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Q.4 Are these all policies justified by nature?

Table 4

12

Figure 4

INTERPRETATION: 39 employees feels thatthese policies are justified by nature and 11 feels thatthese

policies are notjustified by nature.

0

5

0

5

20

25

0

5

40

YES NO

olicies jus ifie

by

nature

YES NO

39 11


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Q. 5 According to you are these policies and practices good for management?

Table 5

Figure 5

INTERPRETATION: 25 employees feels thatthese policies are very good for management, 15 feels good

for management, 7 feels neither nor bad for management and 3 gave no response.

0

10

1

0

VERY

MUCH

MUCH AVERAGE NEUTRAL LESS

Are these policies and

procedures good for

management


25 15 7 3 0


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Q.6 Is the working environment of the organization good for health?

Table 6

Figure 6

INTERPRETATION: 6 employees feels working environment of the organization is very much good for

health, 23 feels much good for health, 17 feels average good and 4 feels its not good.

0

5

10

15

20

25

VE RY

MUC

MUC

AVERAGE NEUTRAL LESS

orking environment of

the organization good for

health

VERY

MUCH


6 23 17 0 4


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OB ECTIVE 2 : To check the satisfaction level of employees about the policies.

Q7. Are you satisfied with the following hr policies?

Table 7

Figure 7

INTERPRETATION: 90% ofthe employees were satisfied with the policies.

01020304050607080

90

SEPARATION POLICY

APPRAISALS AND

INCREMENTS

RECRUITMENT POLICY

TRAINING POLICY

HIGHLY

SATISFIED

SATISFIED NEITHER

SATISFIED

NOR

DISSATISFIED

DISSATISFIED NO

COMMENTS

TRAINING

POLICY

9 19 16 4 2

RECRUITMENT

POLICY

11 20 11 3 5

APPRAISALS

AND

INCREMENTS

15 22 7 3 3

SEPARATION

POLICIES

9 27 7 2 5


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Q.8 How much the working environment of the org. helpfulin increasing your morale?

Table 8

Figure 8

INTERPRETATION: 2 employees feels thatorgani ation working environment very much helps in

increasing the morale, 27employees feels thatorgani ation working environment much helps in increasing

the morale, 15 employees feels it neither much norless helps in increasing the morale, 1 had given no

response and 5 employees feels thatorgani ation working environment does not helps in increasing the

morale

the working environment of the org.

helpful in increasing your morale

VERY

MUCHMUCH

AVERAGE

NEURTAL

VERY MUCH MUCH AVERAGE NEURTAL LESS

2 27 15 1 5


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Q.9 How much these policies are responsible for the smooth functioning of the organi ation?

Table 9

Figure 9

INTERPRETATION: 10 employees feels these policies are very much responsible forthe smooth

functioning ofthe organi ation, 21 employees feels these policies are much responsible forthe smooth

functioning, 15 employees feels these policies are average, 3 have given no response and 1 is against.

policies are responsible for the smooth

functioning of the organization

VERY MUCH

MUCH

AVERAGE

NEUTRAL

LESS


10 21 15 3 1


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OB ECTIVE 3 : To check the implementation level of policies in organi ation.

Q.10How much these policies are implemented in your organi ation?

Table 10

VERY

MUCH


23 17 7 2 1

Figure 10

INTERPRETATION: 23 employees said thatthese policies are very much implemented in the

organi ation, 17 said thatthese policies are much implemented,7 said thatthese policies are neither much

norless implemented, 2 had given no comment and 1 said thatthese policies are less implemented.

im leme a i level HR licie

i e rga iza i


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Q.11 How much your seniors and subordinates follow these policies?

Table 11

Figure 11

INTERPRETATION: 15 employees said that their seniors and subordinates very much follow these

policies, 30 employees said that their seniors and subordinates much follow these policies, 4 said neither

muchnor less and 1 said they follow less.

0

5

10

15

20

25

30

35

VERY MUC MUC AVERAGE NEUTRAL LESS

VERY

MUCH


15 30 4 1 0


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Q.12How much your colleagues follows these policies?

Table 12


1 15 17 15 2

Figure 12

INTERPRETATION: 15 said much of their colleagues follow all the policies, 17 said neither more nor

less, 15 gave no comments and 2 said they follow less.

0

2

4

6

8

10

12

14

16

18

VE RY MUC

MUC

AVE RAG E NE UTRAL LESS


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Q.13How often these policies are changed in the org.?

Table 13

VERY

MUCH


3 5 11 2 29

Figure 13

INTERPRETATION: 3 said very much these polices ofthe organisation changes, 5 said much these

polices changes , 11 said neither more norless these polices changes , 2 had given no response and 29 said

rarely these polices ofthe organisation changes.

0

5

0

15

0

25

0

CHANGE IN THE

PO ICIES


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Q.14Do you want any changes in these policies?

Table 14

Figure 14

INTERPRETATION: 27 employees want changes in the organisation policies and 23 of them dont want

changes.

21

22

23

24

25

26

27

YES NO

ant anychanges in

these policies

YES NO

27 23


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Q.15 How much resistance do you feelin following the new policy?

Table 15


0 1 17 11 21

Figure 15

INTERPRETATION : 1 said much resistance feels for the new policy, 17 said average resistance they

feels , 11 gave no response and 21 said very less resistance feels forthe new policy.

0

5

10

15

20

25

resistance do you feel in

following the new policy


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CHAPER:7

FINDINGS, SUGGESTIONS

AND

CONCLUSIONS


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FINDINGS:

y 95% of the employees were aware about the HR policies and facilities being provided by the company are

found to be good.

y Majority of the employees were satisfied with the HR policies.

y HR POLICIES are well implemented in the factory by the employees.

y So almost all of the respondents said that Quality of work life effects their personal and professional attitude.

It encourage them to perform their duty with interest and dedication.

y There is a harmonious relationship among employees in sugar mill.

y A majority of employees were agreed with the statement that they are asked for suggestions by their

employers.

y There was found to be a timely well-structured and well-administered organizational culture in SSM


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Suggestions:

Most of the employees over there was experienced staff and all are of the age around 40 or more. So there is

less opportunity for the young talent in the organization.

More focus is required on Grievance redressal programme.

Team spirit should be maintained and required to be boost up with positive thinking.

Welfare activities are lacking in few areas like recreational facilities should be introduced for the extra

development of personal relation among employees and an interaction between employees of different

departments.

Trainings and development program should be focused and conducted more seriously to increase the

productivity.

The criteria for the performance appraisal should be conveyed to the employees .so that they can get the

chance for career development.

Time schedule during the season is very hectic for employees. But it is liked by majority of workers, because

of extra earning opportunity in the season time. At the same time it is not liked by Executive and above

categories. Therefore an improvement is required in this regard so that a balanced combination of employees

can work in a team during the season.


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REFERENCES:

Ashwathappa K,Human Resource & personnel management, Tata Mcgraw Hill, Third edition, 2002,

NewDelhi, PP 82.

Bhattacharyya Deepak Kumar, Human Resource Planning

Excel Books, First edition, 2002, NewDelhi, PP 8

Budhwar Pawan S, Determination of HRM policies & practices in India An empirical study, Global

Business Review, vol.1, no.2, 2000, pp 229

Chhabra T.N,Human Resource management concept & issue, Dhanpat Rai, Third edition, 2002,NewDelhi,

PP 193.

Cooper,Schdindler,Business Research Methods,Tata Mcgraw Hill, Sixth edition,1999,NewDelhi.

Dessler Gary,Human Resource Management, Pearson education,eighth edition, 2000, Singapore, pp321.

Decenzo A. David & Robbins, P.Stephen, Personnel Human Resource Management, Prentice Hall

India,Thirdedition,2003,NewDelhi,PP-425

Dudeja VD,HRD,Indian management,vol.40,no.2,2001,pp-20

Gupta C.B, Human Resource management, Sultan Chand & Sons,Sixth edition,2003,NewDelhi,PP-352

J Kain, V.K Singhal.KC, Singh UC,HRD climate in Indian industry, Productivity, vol.49, no 10, 2003, pp-

628

Rao P Subba,Essentials of Human Resource management and Industrial Relations, Himalaya Publishing

House, Second edition, 1999, Mumbai, PP105


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Sharma S., Sharma J. and Devi A. - Corporate Social Responsibility: The Key Role of Human Resource

Management Business Intelligence Journal - January, 2009 Vol.2 No.1

Conger, S. (2002). Career Development Journal, Vol. 7 No. 6, pp. 371-375.

Cultural differences influencing German HR policies in Asia

Journal of Asia Business Studies, Fall, 2007 by Wolfgang Stehle, Ronel Erwee

12 Mar, 2010, 04.19AM IST, Mini Joseph Tejaswi & Sujit John,TNN

Queen Margaret University College, Edinburgh, United Kingdom

HRM as a significant factor for achieving competitiveness through people: the Croatian case.(human

resource management) ,August 01, 2008 , Vokic, Nina Poloski;

What Makes a Great Human Resource Strategy?

Article from: HR. Human Resource Planning ,January 1, 1999

Article: Merging compensation strategies: HR's efforts to integrate compensation strategies and practices are

a key component of successful mergers and acquisitions..

Article from: HR Magazine ,May 1, 2004 .Wells, Susan J.

Gender a Missing Dimension in Human Resource Policy And Planning for Health Reforms

Hilary Standing,Fellow, Institute of Development Studies, University of Sussex, Brighton BN1 9RE, UK

and Consultant, Health Sector Reform Programme, Liverpool School of Tropical Medicine

Age Discrimination and Training

Learning, Not Litigating: Managing Employee Development And Avoiding Claims Of Age

Discrimination.Maurer, T. & Rafuse, N. (2001). Academy of Management Executive, Vol. 15 No. 4, pp.

110-121.

Flexible Work Arrangements

Identifying Good Practice in Flexible Working.

Creagh, M. & Brewster, C. (1998). Employee Relations, Vol. 20 No. 5, pp. 490-503.

Access to Family-Friendly Work Practices: Differences Within and Between Australian Workplaces. Gray,

M. & Tudball, J. (2002). Family Matters, No. 61 Autumn, pp. 30-35.


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Diversity Practices: Learning Responses for Modern Organizations.

Allen, R., Dawson, G., Wheatley, K. & White, C. (2004). Development and Learning in Organizations, Vol.

18 No. 6, pp. 13-15.

Pay Equity - 20 years of change and continuity, by Gillian Whitehouse, School of Political Science &

International Studies, University of Queensland

http://www.hreoc.gov.au/sex_discrimination/20thanniversary/ women_work_equity/

speeches/whitehouse.html

Policies and Practices to Encourage Women Returners: A Case Study

Davey, C.L. & Davidson M.J. (1994). Women in Management Review, Vol. 9 No. 7, pp. 4-14.

Article: Benchmarking industry practices in sales HR in India.(Communication)(human resource)Article from: Indian Journal of Industrial Relations,July 1, 2010 , Sanjay Kumar; G., Sindhu

Promotion Decisions As A Diversity Practice.

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QUESTIONNAIRE

Personnel Details:NAME :

DESIGNATION:

....

AGE :

..

DEPARTMENT:

......

TENURE:

.

GENDER: MALE : FEMALE:

QUALIFICATION:

MARITAL STATUS: MARRIED: UNMARRIED:

Q1. Are you aware about the following HR policies of SSM?

yes no

Recruitment policy

Training policy

Appraisals and Increments

Separation policy


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Q2.How you got the information about these HR policies?

Colleagues

NOTICES

Superior

HRD

Q.3 Is there a necessity for the org. to have policies?

a) VERY MUCH

b) MUCH

c) AVERAGE

d) NEUTRAL

e) LESS

Q.4 Are these all policies justified by nature?

a) YES

b) NO

Q. 5 According to you are these policies and practices good for management?

a) VERY MUCH

b) MUCH

c) AVERAGE

d) NEUTRAL

e) LESS

Q.6 Is the working environment of the organization good for health?a) VERY MUCH

b) MUCH

c) AVERAGE

d) NEUTRAL

e) LESS


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Q.7Are you satisfied with the following hr policies?

Q.8 How much the working environment of the org. helpful in increasing your morale?

a) VERY MUCH

b) MUCH

c) AVERAGE

d) NEUTRAL

e) LESS

Q.9 How much these policies are responsible for the smooth functioning of the organization?

a) VERY MUCH

b) MUCH

c) AVERAGE

d) NEUTRAL

e) LESS

Q.10How much these policies are implemented in your organization?

a) VERY MUCH

b) MUCH

c) AVERAGE

d) NEUTRAL

e) LESS

HIGHLY

SATISFIED

SATISFIED NEITHER

SATISFIED NOR

DISSATISFIED

DISSATISFIED NO

COMMENTS

TRAINING POLICY

RECRUITMENT

POLICY

APPRAISALS

AND

INCREMENTS

SEPARATION

POLICIES


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Q.11 How much your seniors and subordinates follow these policies?

a) VERY MUCH

b) MUCH

c) AVERAGE

d) NEUTRAL

e) LESS

Q.12How much your colleagues follows these policies?

a) VERY MUCH

b) MUCH

c) AVERAGE

d) NEUTRAL

e) LESS

Q.13How often these policies are changed in the org.?

a) VERY MUCH

b) MUCH

c) AVERAGE

d) NEUTRAL

e) LESS

Q.14Do you want any changes in these policies?

a) YES

b) NO

Q.15 How much resistance do you feel in following the new policy?

a) VERY MUCH

b) MUCH

c) AVERAGE

d) NEUTRAL

e) LESS

Documents

SHWETA QUESTIONNAIRE