Exam No.: MBA07004057 oll No.

: 57 KARNATAK

R

DHARWAD Shri. B.V.V.Sangh’s

INSTITUTE OF MANAGEMENT STUDIES, BAGALKOT 2008-2009 PROJECT TITLE

Internal Guide: External Guide: Prof. Purvi Pareek . Asit Chakrovorti SUBMITTED BY Miss.Veena .S. Hiremath DECLARATION

Mr

I here by declare that the project entitled a study on “Hr initiativ es to revamp Bagalkot cements and industries ltd”, Bagalkot. Submitted in partia l fulfillment of the requirement for the degree of Master of Business Administra tion (MBA) to Karnataka University Dharwad., is my original work and is not subm itted to any other degree, diploma, fellowship or other similar title or prizes. The project has been individually carried out as a part of Measure concurrent p roject and is meant for academic purpose VEENA .S.H

ACKNOWLEDGEMENT I Miss Veena .S. Hiremath, student of M.B.A fourth semester, firstly take the pr ivilege to thank my parents for giving me such an auspicious opportunity to unde rgo M.B.A. The satisfaction that accompanies the successful completion of any task would be incomplete without mentioning the people who made it possible. So, wit h gratitude I acknowledge who served as a “Beacon Light” & crowned my efforts wi th success. I would like to express my profound gratitude to Mr. Asit Chakrovorti (manager H R & IR) Bagalkot cements and industries ltd. For giving me this opportunity to t ake up this study & for his support, encouragement & timely advice. I am indebted to the contribution of entire HR team & all the workers of BCIL Lt d. who extended their help, cooperation & support & gave shape to my project stu dy. I extend my sincere thanks to our Director & internal guide, Prof. Purvi Pareek for providing me an opportunity to work for BCIL. I am greatly thankful to KUD for giving practical knowledge about the industrial sector by including Major concurrent project of two months as a part of curricu lum in MBA course. All deserve my warm and sincere appreciation.

INDEX S.NO. PARTICULARS Chapter 1 Chapter 2

Chapter 3

Chapter 4

Chapter 5

EXECUTIVE SUMMERY

HISTORY OF THE CEMENT INDUSTRY INDUSTRY PROFILE COMPANY PROFILE • MISSION • SWOT ANALYSIS • ORGANISATION STRUCTURE • DEPARTMENTAL FUNCTIONS PRODUCT PROFILE PRODUCTION PROCESS • PROCESS CHART GROWTH OF THE BCIL ABOUT THE TOPIC HR INTERVENTIONS AT BCIL HR INITIATIVES AND OPERATING GUIDELINES AT BCIL METHODOLOGY ANALYSIS AND INTERPRETATION FINDINGS SUGGESTIONS CONCLUSION ANNEXTURE QUESTIONNAIRE BIBLIOGRAPHY

EXECUTIVE SUMMERY The Bagalkot cements and industries ltd was incorporated on 6th September 1955.i t was started by late shri. A.G.Tendulkar. The Company started its production wi th installation of wet process kiln with a capacity of 300TPD in 1960. Initially it was started with one Kiln, one raw mill and one cement mill as its machinery assets, 1200 strong workforce and 990 acres of landed property. Project title: Study on HR initiatives to revamp Bagalkot cements and industries ltd. Statement of the problem: This particular topic is selected because in today’s competitive enviro nment every organization is more focused on their Human resource and there is a lot of scope for improvement in the performance of an organization through HR ac tivities, in this regard I have selected this topic to understand the importance of HR interventions in revamping the organization.

Scope of the study: The study is conducted for the employees working in organization and it is only restricted to the employees of BCIL. Findings: • 87% were of the opinion that organization concentrates more on hr activi ties like performance appraisal, organization structure, recruitment & selection , & other training programs, and 13% employees are of the view that it gives les s importance to job rotation, job enrichment, job rotation and policies rules an d regulation. . • 72% of the employees feel that training program has accomplished its st ated objectives at great extent; where as 28% of the employees said it may achie ve objectives or it may not. • 97%of the employees feel appraisal is required to determine the training needs, to provide feed back, and to improvise the performance and maintain the workforce remaining 3% said to measure the work appraisal is needed. • 72% of the employees said that annual appraisal system and merit is us ed for promoting employee and remaining 1% employees said that seniority is the base for promotion • 100% employees feel that new recruitment process of BCIL helps in getti ng right people, for the right job with the required competency. • 98% of the employees strongly agreed that introduction of appraisal sys tem helped organization in upgrading skills and retaining talents compare to ear lier, where as 2% are not sure. • 92% of the employees feel that job rotation is needed to improve the pe rformance compare to earlier and remaining 7% said that it is not needed. • About 100% of the employees feel that present working condition is more flexible and participative than earlier one. Suggestions: • Organization should give equal importance to other HR activities like j ob enrichment job rotation and policies and regulations. Organisation should als o introduce new HR concepts like team building, information sharing of the polic ies in brief over mail by which employees always be updated and they feel more i nterested in work. • Organization should fill the gap by making employees participate and com municate with top management and accept their views and opinions about HR progra ms and implement which makes revamping successful. Conclusion: • While recruiting the employees it should also give preference to f reshers, where company will get more innovative thinking source and innovative w orking style which helps company to cope up with changing scenario. • There is an improvement necessary in performance appraisal system that i t should select right appraisal method and while appraising the employees it sho uld also consider the experience, merit and competencies so that right people w ill be promoted and appraised. HISTORY OF CEMENT INDUSTRY:

The history of Cement can be traced to the days of Babylonia and Assyria. The Eg yptians used clay motor in the Pyramids and Romans Produced type of Cemen t of by mixing Volcanic Ash with Quicklime which, to this day, is often entir ely free from fissures whenever mankind has undertaken to build with any deg ree of permanence and using rock stone or brick, it has been found that some form of Cement is an indispensable construction material. Before the development of Portland cement the Principal Cements were Natural Cement and Puzzolan. Natural Cement is made from Cement rock, natur ally occurring limestone that needs only to be burned and pulverized. Puzzolan C ement is a mixture of slaked lime and granulated blast furnace slag. The history of Portland cement traces back to 18th Century when a patent for making of Portland cement was obtained by Joseph, a brick layer of Leeds, England in 1824. This Cement was called as Portland cement because when i t hardened it produced a yellowish Gray mass resembling in appearance the stone from the famous quarry of Portland, England. the new Cement did not receive read y acceptance because of the established reputation of the natural Cements. it wa s not the until the 1850 that Portland and by 1860 the industry had developed in the European continent, particularly in Belguam, Germany and France. The indust ry was well established in Europe before the first patent to produce Portland ce ment was granted in 1872 in the US in the year 1904 Portland Cement entered into India since then it has been one of the major industry Indian economy constitut ing a major share.

INDUSTRY PROFILE India is 3rd largest producer with total production capacity exceeding 102.2 MT, including mini sector. China & Japan stands first & second in the world in the production of cement. It is great centralization & control in cement industry then any other industry in India. The industry is well diversified over all the states of India. Cement plays an important role in the development of the country. Cement is bein g used from more than 150 years of construction. The cement consumption determin es the infrastructure strength and development of the nation. Since the manufacture of cement require huge raw materials like limestone, clay & gypsum. The industry has been attracted at the point of minimum transportation costs in relation to raw materials .Lime stone of excellent quality exists in a bundance in many parts of the country. The history of cement industry in India started when the first plant was set up in 1904 at Chennai (Madras) in their earlier stage. Now-a-days cement has become the essential unit used for the construction works. The cement industries have been growing with global competence for quality and satisfaction of the products.

COMPANY PROFILE

COMPANY OVERVIEW

Name of the company:

Bagalkot cements and industries ltd (Kanoria groups) : : Ajay Kanoria K.A.Kandelwala Vinayak Kanoria D.B.Mundra Shettar : : Bagalkot Dist, Karnataka. Air – India Building 14th floor, Nar

Chairman Board of directors

Location Registered office iman Point. Mumbai-400021 Year of establishment:

6th September 1955.

Products

:

Bagalkot Shakti Bagalkot supreme

Website

: bulcement@reddiff.com www.bagalkotudyoglimited.com

MISSION STATEMENTS a. We will provide products of superior Quality at competitive price and en sures sustained profitability and growth. b. We will protect the interest of all concerned Promoters, Shareholders, C ustomers, Distributors, Employees, Community. c. We believe in fair trade practices, principles of integrity standard and strive for total customer satisfaction, keeping the environment friendly. d. We believe that our people are the most valuable assets, personal and or ganizational growth synonymous. e. We will treat our people with dignity, look after the safety, welfare of individuals and their Families. f. We will be a World Class organization through leadership, in production, efficiency, cost of leadership by achieving the lowest consumption levels of fu el energy and raw materials. g. We will continue to be a moving force in our national progress.

SWOT ANALYSIS STRENGTH: It’s more workable in Coastal area. Abundance of Lime stone (raw material) available in the region. Its local brand & can be capitalized around Bagalkot surrounding area. It has a formal technical collaboration with M/S Blue Circle Industries Ltd., PLC,UK A large number of dealers network helps in facilitating better width and depth of penetration in the market. WEAKNESS: Problems pertaining as whole grade problem has s poor visible here. People prefer Brand Inadequate training advertisement. to color, weight, setting time, curing time ,quality developed in the minds of customer which of course i names like ACC, Vasavadatta, L&T, Rajeshree, and orientation just in the marketing strategies and

OPPORTUNITIES: The company can look forward for a bigger market by changing the name of the product. By utilizing existing dealer’s network and skill force, they can look fo rward for more ventures in coastal areas. THREATS: Due to more consciousness towards pollution control social groups in the region will provoke public to stop the production. Due to environmental problem and global warming there is shortage of rai n in the state, which will effect the generation of power. The company has to so lely depend on its DC. Compared to other company the technology of the plant is quite old.

ORGANISATION STRUCTURE PRO

ORGNISATION ENVIRONMENT

DEPARTMENTAL OVERVIEW “The greatest achievement of human spirit is to live up to one’s opportunities a nd make the most of one resource”. - M arquis De

HUMAN RESOURCES DEPARTMENT HR FUNCTIONS 1. Human resource planning:

HR functions analyses jobs, skills, task-present and future project needs and u ses statistical data to plan human resource activity. 2. Recruitment & Placement: First of all notification is made by Company according to the required vacancy i n the respective units. The further procedure is carried out by HRD (Asit. chak rovorthi) *Application is accepted according to required norms. *Srcutinisation is done and call letters are sent to the eligible Candidate. *Candidates are called for interview. *Suitable candidates are selected in personal Interview *After completing the training session successfully and satisfactorily, the trai nees are placed accordingly to their Job specialization. Special recruitment is conducted for local people whose lands have acquir ed by company. Also recruitment for sc/st candidates is conducted time to time. All the trained workers are placed in the workshop or offices by the GM of respective sh ops according to the organization’s needs with qualified individuals. 3. Induction: Newly selected candidates are oriented about the organization and its variou s aspects, with help of Supervisors under whom they starts working as assistant or trainees. 4. Training& Development:

Selected candidates are taken as management trainees and given Training accordi ng to their requirement .Besides these new employees. T&D dept also provides opp ortunities for learning skills, information and attitude related to job for exis ting employees. 5. Performance appraisal: The performance of employees is monitored by HR department periodically. 7. Compensation & Benefits Company focuses time productivity & talents through Compensation & Reward. FINANCE DEPARTMENT Finance is the backbone of any Organization and therefore efficient management o f finance leads the organization to the success. The different sections and ther e functions are given: 1. MAIN ACCOUNTS: Deals with accounting of official assets, interplant reco nciliation, co-coordinating section for all accounts, MIS etc. 2. PURCHASE ACCOUNTS: Deals with the payments and accounting of supplies, B

ills against purchase order of raw materials. 3. CASH ACCOUNTS: Deals with disbursement and receipt of cash as per bills passed by the officers of various sections. 4. PLANT EQUIPMENTS A/c: Deals with the accounting of IPO investments in pl anning units and is related to project. 5. STORES A/c: Deals with accounting and maintenance of stores ledger, rece ipts, balance of receipts. 6. PROVIDENT FUND A/c: Deals with the accounting of provident fund, gratuit y etc. 7. SALES TAX A/c: Deals with the accounting of sales tax matters.

8. PRODUCTION DEPARTMENT It is the one of the essential unit of the organization, which conver ts available raw material into saleable goods. It looks after the production of the cement and without this department there is no question of running the indus try. All the functions like crushing, kiln, heating, packing all will be taken c are by this department. LABORATORY AND QUALITY CONTROL He laboratory of BCIL, is well equipped with all modern instruments of testing c ement, here the cement sample is taken for test & is tested on the base of speci alization as recommended by the ISI & cement association of India. The features like setting time, compressive strength, color limestone, quality, clinker quali ty, gypsum, iron & grade of cement is tested to its satisfaction & the similar p rocess is carried on for all production of cement tones. STORE DEPARTMENT In store department the things, which are required by the various department of factory, are stored in proper way & in systematic racks. Every item from pin to bag is stored & made available to the department as & when required so that ther e won’t to be any stores manager & is assisted by this staff ever requirement of the employees like dress etc stored. ELECTRICAL DEPARTMENT: It is the department which stores the power so generated in & center of power su pply & thus it regulates the power supply to the department in an economical way .

PRODUCT PROFILE

PRODUCT OF THE COMPANY Bagalkot Cements & industries division produces two types of cement name ly, 1. BAGALKOT SHAKTI (PSC Portland slag cement) it is not having any grade. E ven after final reading on 28th days, the strength will increase. 2. BAGALKOT SUPREME (OPC Ordinary Portland cement) it is 43-Grade cement, o n 28th day the final reading is done. Thereafter the strength of the cement rema ins the same. Features of Bagalkot Shakti: Improved soundness Higher long term strength Resistance to attack by sea water No risk on early age of Thermal cracking Application of cement: Bridges & Fly-over Roads & pathway Deep Foundation & Marine works Water storage tanks & Reservoirs Marine constructions like Ports, Harbors & Jetties Effluent treatment plants & swages treatment plants Chemical factories where acids & alkali aggregates are present. Canal Linings

PRODUCTION PROCESS OF CEMENT PLANT

Cement is manufactured from various methods for eg wet process and dry process. Bagalkot Cement Industries Ltd., manufacturers cement adopting Dry process metho d. Various processes in the production are as follows.

1. Limestone: The process starts with quarry where the limestone is found. Lime stone is chief raw materials used. The contents of limestone are calcium carbonate (caco3 98%) . Lime is formed after heating the limestone & carbon dioxide is released as by pr oduct. Further the limestone has to be processed by reducing them in there size . This is done by feeding the limestone into the crusher. The limestone is reduc ed to the size round about 20-25mm. 2. Stockpile/blending: The crushed raw materials are stored ready for use in many plants; a buildings s tockpile is used in order to assist in checking any chemical variations in the r aw materials coming from quarries. A stocker builds up a layer upon layer to fro m the stockpile. Depending on area of the quarry it comes from each layer may have slightly diffe rent composition. 3. Raw milling/Ball mill After milling in the correct proportions the limestone & the shale are fed to a mill where they are ground to a fine powder called raw meal. In most modern plan t, a closed circuit hall milling system is used. The ball mill basically a steel tube containing steel balls ranging is size typ ically from 90mm downwards. The balls gradually grind the raw materials to a fin e powder. The mill is usually of single chamber design & may be fitted with a cl assifying liming. The lining has the effect of grinding the ball sizes of that the larger balls at the inlet end when the larger pieces of raw material have to be broken & smalle r balls at the outlet end where the finger grinding takes place 4. Raw meal blending The raw meal is then conveyed to silos for the future blending. It is essential for raw meal to be of consistent chemical quality, if problems at the kiln stage are to be avoided. The base of the blending silo is divided into segments covered with porous tiles or canvas blending is achieved by arranging for up to three times as much air t o be blown through one action of the base compared to the others tumbling mixing action is imported the raw meal after predetermined mixing time, or when the te chnical department is satisfied, that the raw meal is of consistent chemical com position. 5. Raw meal storage The raw meal is from blending silo’s blow. It is now ready to be introduced to the next stage of the process, the kiln system. 6. Pre-heater (4 stage suspension): The raw meal passes through a pre-heater. This 4 stages suspension pre-heater is just one of the many types in use. It consists the 4 stage of cyclones. Hot exh aust gases from the kiln enter the bottom of the pre-heater column at the stage 4 cycle one & travel upwards through each of the other stage. The raw meal is fe d the gas dust from the stages 2 cyclone. The meal is immediately picked up by t he hot gas & carried into the stage 1. This process continues until the meal falls from the stage 4 cyclone & into the kiln in let chute or hearth. At reaching pre-heat stage, heat from the hot gases is transferred to the meal. Then gases from the kiln enter the pre-heater at ab out 1000 degree centigrade & leaves stage 1 at about 350*c the raw meal leaves s tage at about 800*c. 7. Calcinations

At this temperature of 800 c, the calcinations of the calcium carbonate in the r aw meal, that is conversion of cac3 to line has started. About 30% of calcinatio ns will have take place by the time the raw meal reaches the kiln 8. Dust control electrostatic precipitators: To prevent dust from the kiln or raw milling system entering the atmosphere, the gas is passes through electrostatic precipitators. To condition the dust laden gas using a water spray, either in the preheater or in as external conditioning lower. As the dust laden gas enters the chamber in which electrodes & earthed collector plates By vibrating the collector plates periodically the dust drops into the h apper & is returned with the raw meal to the kiln system. The cleaned exhaust gas, mainly carbon dioxide nitrogen & water vapour, can then be safely released into the atmosphere. 9. The kiln: The partially pre-heated clacinized raw meal is fed to kiln through a steel tube typically with a length to diameter ratio of 16:01 & in clined at an angle of a bout 3*. It rotates at a speech of 3rpm on a system of rollers & is driven through a moun ted belt around the circumference. The seals at either end of the kiln are desig ned to prevent the ingress of cold air & to accommodate expression & rotation. T he kiln is lined refractory bricks & fired either by oil or gas at the lower end . If coal is used, it must be pulverized often using a ring roller mill such as th is. If heavy fuel oil is used, it must first be heated to reduce its viscosity & aid atomization. Raw meal from the pre-heater enters at the end & gradually mov es down that the kiln rotates. At firstly of the calcination takes place so that the feed consists mos tly of lime, silica, alumina & iron all in a hot reactive state. The hottest part of the kiln is near the tip of the frame. This is the burning z one where the feed as at temperature of around 1450*c & is in a partially molten state it is here that the four main constitutes of the feed by chemical reactio n from cement clinker. 10. Clinker: A mix of complex compounds referred to in cement chemist’s nations as c2s, c3a a nd c4af. 11. Grate cooler: Another type of cooler is commonly used in the grate cooler. There is an empty c ooler; the reciprocating grate through which air is blown is visible. As the clinker moves along the grate air cools it & the air itself cools the pre -heater prior to relating the kiln as secondary combustion air. However, more ai r is required for combustion is blown through the gate some of this excess hot a ir is used to dry & cool the fired plants after cooling the clinker is stored re ady for grinding into cement. 12. Cement milling: The mixture of clinker & gypsum now passes to the cement mill. Ordinarily, the c ement ball mill is similar to the raw mill. The cement mill is divided into 2 or 3 chambers by perforated steel diaphragms, each chamber containing a range of b all sizes, but because cement required finer grinding the smallest balls is smal ler than those in a raw mill. Classifying lining are often used in the 2nd chamber mill to separate the ball s ize. 13. Open circuit milling: Open circuit milling is often used for ordinary Portland cement (opc). Here the cement is ground to required fineness in one pass through the mill. Open circui t mills are generally longer than closed circuit mills for this reason. The grou nd cement is conveyed directly away & the mill is vented in a dust filtration sy stem. 14. Closed circuit milling: In a certain circumstances closed milling can have advantage consuming less powe

r overall. The closed circuit system is similar classifier to that used raw mill ing a separating out the coarse fiction of the mill production & returning it to the mill for further grinding. This particularly suitable for hardening cement RHC that has to be ground very finally. 15. Storage: From milling the system, the cement is often pumped through pipes by what is bas ically a screw fed blower. The speed screw delivers the cement into a high volum e airflow provided by compressors. The air conveys the cement along a pipeline t o storage silos. 16. Dispatch: Cement is bagged, prior to bulk dispatch by either rail or road. The latest pac king plants are fully automatic. For packing, various types of the bags are used like HDPE, polythene bags, paper bags.

PROCESS CHART

GROWTH OF THE COMPANY The present Management of Kanoria Group Keeping in view of the good prospect for the Cement Industry has made many changes. In order to economize the Cost of pr oduction, Management modernized the machinery’s and changed the production proce ss from Wet to Dry method. As a result, its capacity of production changed from 90 thousands tones/ annum to 3.3 lakh tones/annum. To bring more Technological c hanges in production the management reached an agreement with M/s Blue Circle In dustries PLC in 1985. Under the services of BCI, it has been envisaged that the existing capacity 1000TPD will reach to 1200 to 1500 TPD under existing resource s only. To meet the growing needs of the nation, another Wet process Kiln of 300TPD was installed. The entire machinery for the two kilns was imported fro m M/s Krupps of West Germany. In order to upgrade the capacity of the Kiln and b ring operational improvement, the company entered into a technical agreement wit h PLC UK, who is one of the largest operating cement companies in the world. The chief advantages of this technical agreement with Blue Circle are:1. 2. 3. 4. 5. Sustained increased production of cement. Improved thermal efficiency of the Kiln. Energy conservation. Training. Improved method of plant maintenance

In September 1982, to achieve fuel saving, the two wet process Kilns were replac ed by a new 1000TPD dry process Kiln, supplied by ACC Ltd. The precision and car e observed at bagalkot cements and Industries Ltd., throughout the manufacturin g process, reflects in quality and product which surpasses the specifications la id down by the Indian Standards Institution (ISI).The cement produced undergoes a number of physical tests such as Compressive strength, Fineness, Setting time, Soundness etc. In order to overcome the chronic power shortage of the state electricity grid, B agalkot has installed a Diesel Generator set of 4000Kw capacity from Japan. With the assistance of M/s Blue Circle BCI Ltd as set up a separate training departm ent in the company, which caters to complete training needs of the managerial, s

upervisory & operating staff? BCI Ltd enjoys a unique distinction of offering ce ment in a variety of packing bags viz. jute, & paper bags etc. according to cust omer needs & preferences.

SECTION-II

“It takes a deep commitment to change and even deeper committement to grow”. - Ralph Ellison.

ABOUT THE TOPIC

In the modern era of Globalization, Liberalization and Privatiza tion, the organization not only aims to retain the talented and technically comp etent employees, but leaders, who can shoulder the mental challenges & responsib ilities in the fast changing technological world. There are four main resources which are very important for orga nization for its functioning i.e. 4M’S such as Men, Money, Material and Manpower . Except Manpower all other resources are utilized well and now they are absolut e resources. In competitive environment organization who have talent workforce w ill survive, otherwise there is no life for it. So to develop that competitive a nd talented workforce Hr activities are the backbone for any company. In this context HR activities acts as a very important devic e to access performance and potential of an employees & respective developmental plans to enhance the productivity and performance of overall organization. HR initiatives are weapons for an organization to control and utilize human resourc e effectively. In order to understand the HR activities, procedures and policies implemented in Bagalkot Cements and Industry ltd and also to study the HR activ ities carried out to revamp it’s functioning; I have carried out this topic as m y project. The main aim behind selecting this topic is to know the import ance of HR interventions and to understand ways and means to enhance effectivene ss of human resources.

……….BCIL before HR intervention As per my study I found that BCIL proved one of the best industries in producing quality cement and it was the 2nd largest industry in Karnataka. As per the cha nges in technology and Competition Company have made many changes to improve the production and satisfy the customers demand. Even though it was performing wel l, the company was facing many internal problems like heavy labor turn over, abs eetism and dissatisfied employees. This problem affected on production and funct ioning of the company. This is because of less concentration given to workforce. This is one of the reasons behind closing down the company during the year Jan 2006 to Sep 2007. Before re-opening BCIL there is no much scope for employee’s participation and employee’s involvement in top management decisions. They had an autocratic leadership style, where all authority is concentrated in one hand and they will rule the overall organization. Labors who were working under them , they have to follow rules and regulations formulated by top management. In tha t environment there was no close communication between employees and top managem ent. Labors feel that they have some limits and they have to work under that and there was no freedom to talk and solve their problems. Incase of any problems in working they use to talk wit h labor union or head of the unit and he will communicate with top management re garding the issue. There were no personal interactions or personal touch between labors and top management. Its not mean that they were not concern about their employees, they had provided all the facilities and fair salary, but there is a gap in understanding the human resource, there were no initiatives taken to unde rstand, maintain and utilize the human resource properly. There was no HR manager to take care of their work force. Director was the head of the unit and all were his followers. No other e xecutives had the right to take any decisions. Head of the departments were not given enough freedom to take spot decisions about their units. Here we can say

they were followed a centralized Organizational structure and it was an autocrat ic leadership style. There were much focus is on achieving the targets rather than retaining the employees.

……..BCIL after HR intervention History always gives us encouragement to move in a right direction. If we look back those industries, which are not hav ing HRD department or administration, always not concentrated on good relation w ith labors, they treat them only as if they are working machines rather than hum an resource for the company. Due to this there is always a conflict among emplo yees and top level, this leads to dissatisfaction, absenteeism & turnover. Over all it effects on organization efficiency and its performance. Here comes import ance of HRD i.e., human resource development. BCIL realized that to survive and to over come the competition only employees are the weapons, fair treatment and encouragement for the same will improve organization’s performance and ultimately it leads to goa l achievement. BCIL came up with a new HR department which is look ing after overall HR functions. It is headed by a manager (Asit Chakrovorti) he is responsible in placing right people for the right job. He made lot of improve ments in working condition and also he introduced lot of HR policies, methods wi th approval of CEO. Company realized that without giving enough freedom to the employees it is difficult to get the work done. And they also thought that unl ess they provide some authority and participative decision making it is very dif ficult to retain the employees. Hence management totally changed its working co ndition and now they are more focused on their human resource. Hod’s have been given enough opening to take on the spot decisions relating to their unit. They now have the liberty to turn their departments as profit making separate units. Positions were created as per the requirements of the depart ment with approval from-CMD/COO. In middle level many new posts are created to h ave better functioning, Downsizing has been made in low cadre (labors) as per th e decision taken by CMD/COO/CEO after studying the present requirement with the help of an industrial Engineer. New HRIS was introduced where HR department will access t he information about each and every employee working in their organization and t hey can share that database to different departments. Now employees are able to communicate with top level manag ement and to make employees participate in the organization decisions, HR depart ment conducting regular informal meetings and it is also looking after their pro blems and grievances.

HR MOTO Purpose In what business are we?

Prize Plan Recognition how we can manage? Success

Perfect ness Perform We must do it Motivate yourself Self motivation Self starting Readiness to accept the challenge Overcome the all mental obstacles My organization - This is the best - The turn what I desire Team membership Establish yourself as a leadership thro Exemplary performance Keeping fellowmen together Every time it’s a great opportunity Analyses your role & importance Set your vision Fly high to fulfill it Explain other role in your team Establish your team with encourage The management promises All support Both mental & organizational Technical Skill developing Attitudinal

HUMAN RESOURCE DEELOPMENT (HRD) HRD is a continuous process to ensure the development of workers dynamism, effec tiveness, competencies and motivation in a systematic and planned manner. HRD has multiple goals. These include workers competency and motivation developm ent and organizational climate development. HRD aims to identify competency gaps of workers and train them to perform presen t roles effectively and creatively and create conditions to help workers bridge these gaps through development. HRD tries to develop the potential of workers for likely future jobs/roles in th e organization. HRD also promotes team building and collaborative climate. This requires buildin g and enabling organizational culture-one in which workers use their initiative, task risks, experiment, innovative and make things happen. The company has various HRD programs like training, performance appraisal, recru itment, promotion, job enrichment, job rotation, counseling and grievance handli ng, HRIS etc for its workers development. .

HRM POLICIES BCI LTD.: BCIL recognizes its employees as the most import ant asset for its continued growth. HRM in BCIL shall strive to ensure continuo us organizational growth by nurturing the strengths of its employees and providi ng the environment and opportunity for every individual to rise to his personal goal within the framework of organizational, societal and national objectives. It shall endeavor to uphold the dignity of individuals by recognizing their wort hy contributions and making them feel proud partners in progress through the fol lowing measures: • Ensure a high degree of selectivity in recruitment of employees/trainees explicitly on the criteria of their knowledge, skills and attitudes, so as to s ecure achievers and nurture them to excel in their performance. • Impart such induction, orientation and training, as to match the individ ual to the task and inculcate a high sense of organizational loyalty. • Provide facilities for all round growth of individuals by training in an d outside the organization, lateral mobility and self-development through self-m otivation. • Groom every individual to realize his potential in all facets while cont ributing to attain higher organizational and personal goals. • Build teams and foster teamwork as the primary instrument in all activit ies. • Recognize worthy contributions in time and appropriately, so as to mai

ntain a • • ves and

high level of employees motivation and morale. Appraisals and promotions shall be ethical and impartial. Implement equitable, scientific and objective system of rewards, incenti control.

HR INITIATIVES CARRIED OUT AT BCIL RECRUITMENT 1. POLICY: 1.1 At BCIL, recruitment and selection of personnel shall be explicitly based on the criteria of their experience, skills and attitudes so as secure super achie vers and nurture them to excel in their performance. 1.2 At entry level, recruitment and selection of candidates shall be through Tra ining and Development Centre and Personnel Manager. 1.3 Direct recruitment for middle management level shall be processed through HRD development. 1.4 Detailed selection procedures shall be stringently implemented at all units. 1.5 These procedures shall undergo continuous refinement through evaluation and feedback. Selection procedure: Applications shall be scrutinized and candidates called fo r a written test. Separate question papers for Electrical, Mechanical and Electr onics, will be set by experienced and qualified engineers. These tests will thro w light on the individual’s general and technical ability, comprehension, clarit y and logical thinking. This shall be followed by a psychological test conducted by an industrial psych ologist and personal interview by a selection panel headed by HRD Chief. This en sures that the intake to the Apprenticeship programs is based on the merit estab lished from the prospective candidate’s performance in the selection tests. Fina lly candidates are rated in order to merit based on their scholastic, personalit y and professional competence. Direct Recruitment: HRD Department shall cater to further manpower requirements and organizational d evelopment by keeping track of suitable people for future vacancies. Manpower st atus reports shall be rendered to MD directly. Selection process: Even though selection of the right candidate is initiative and largely based on instinct, the following factors shall be considered. Can the candidate do the job? The skills, job knowledge, experience, pot ential for further growth, shall be closely examined keeping in mind the require ments of the job, today as well as in future. Will the candidate do the job? A candidate may be extremely good, yet, m ay not be able to take up the job for several reasons- salary, inadequate motiva tion, wrong attitude, etc. The extent to which they are willing to compromise on company’s earlier stand must be clear to the recruiter. Will the candidate blend into the organization? For effective working of the Department, the person to whom the candidate shall report must be consulted . Medical examination shall be conducted prior to final selection, especia lly in the case of stressful jobs or jobs involving a certain amount of travelin g and risk. Previously employers/ references quoted shall be referred to prior to se lection both in writing and in person by HRD department. Post selection formalities shall be completed immediately after interviews TRAINIG PROGRAMMES IN BCIL POLICY: In this company, training and development activities are trying to ensur e continuous growth of the organization by nurturing the strengths of the employ ees and providing the environment and opportunity for every individual to realiz e his potential. The policy will aim at broadening the outlook of individuals and bridging the ga

p between the actual performance and the performance necessary to delivery resul ts. Facilities are provided to all individuals towards self development and all roun d growth through training. HRD will identify average performers and provide special training. OPERATING GUIDELINES Training needs survey: The effectiveness of the training and development activities will depend to a la rge extent on the correct analysis of the training needs of individuals and the organization. In order to ascertain training needs, HRD department will conduct a detailed training requirement survey prior to the commencement of an operative year. HODs are provided with guidelines that cover the basic purpose of training and v arious courses from which the needs can be assessed. The following factors are c onsidered: Strategic plans of the organization and the weak operational areas as estimated by top management Training requirements as projected by Department heads and the individual employ ees. Reporting Officer’s remarks in performance appraisal reports. Training effectiveness reports of previous year’s performance. Refreshing training requirements in critical areas. Inputs required by new entrants. Training arising out of promotions and transfers. CAREER DEVELOPMENT PROGRAMS Employee Re-orientation Training Scheme: This is an in-house training program of 12-18 months duration. Candidates are se lected based on their performance in the competitive tests conducted by Training and Development Centre and their track record. During this course, extensive cl ass room lectures and project work will be carried out. After successful complet ion of the training, employees will be relocated in various divisions depending on their performance during training. Skills Up gradation Training Schemes: Training programs to enhance the skills required to be unto date in one’s presen t job are imparted to all employees from time to time. These will encompass tech nical, quality, language skills, computer and behavioral sciences. These program s may vary from a few hours duration to months both in-house as well as at colla borations. PERFORMANCE APPRAISAL POLICY: Performance Appraisal shall groom every individual to realize his potent ial in all facets by helping to identify and achieve his personal goals within t he framework of organizational objectives. Appraisal shall be ethical and impartial so as to recognize worthy contr ibutions appropriately and in time, in order to maintain a high level of employe e motivation and morale. The performance application systems shall aim at integration of individu al and organizational goals. The following objectives shall be achieved through Performance Appraisal : 1. Identification and development of the potential of employees. 2. Facilitate all administrative actions to be based on merit. 3. Ensure objectivity assessment of performance and potential. 4. Identify developmental actions to be taken in order to enhance the perfo rmance of an individual. OPERATING GUIDELINES: Every employee shall be appraised by his superior once a year. The empha sis shall be on the objective assessment of performance linked to the achievemen t of goals.

The appraisal is in line with normal increment period. WORKING, PLANNING AND REVIEW: In order to encourage regular and objective performance review discussions, a si mple format on ‘working, planning and review ‘shall be completed by the appraise r for each appraisee every month. It shall be retained in a separate file with r espect to each individual. This file shall be treated as confidential and shall be referred to by the appraiser at the time of annual appraisal. WPR shall incre ase the clarity of performance targets, provide timely feedback for corrective a nd improved behavior and develop the right attitude in people. PROMOTION OF EMPLOYEES Introduction: 1. With a view to keep pace with environment changes, it is felt necessary to amend to existing promotion scheme. Hence a revised scheme is put forth in th e following paragraphs. These vacancies towards this, job responsibility and spa n of control at each position will need to be clearly spelt out. 2. The revised scheme shall be titled ‘Promotion and Grade structure for ma nagement cadre personnel’. 3. Promotion and vacancies: - All promotions will be subjected to vacancies being available in the grade to which individual are to be promoted. The vacanc y should be clearly being identified along with the job responsibilities and spa n of control. Criteria for promotion to Asst. Manager and above grades:The following criteria will be kept in view when recommending for promotion to A ssistant Manager and above grades. Merit Experience Multi talents performance MOTIVATION TECHNIQUES Monetary Benefits to Personnel: Promotion and Monetary Incentive:With every promotion within a reporting level, from JM 1 Grade onwards, a promot ee shall be entitled to two increments. Promotion from one Reporting level to an other Reporting level will entitle a person to three increments. Cash Awards:Individuals, who make the break through innovation which results in benefits to the company, may be considered for cash award of one month salary (Basic+ DA). T hese may be in the areas of manufacturing process, entering a difficult market, developing major designs and such others. While deciding on all cash awards, the opinions of next customers of the individual / group will also be considered. Group Target Bonus:Performance of routine nature of a higher standard will be compensated through t he Group Target Bonus as announced from time to time. As per the guidelines for determining group may earn substantial bonuses, which may be up to 60% of basic pay. Promotion and Transfers When individuals are recommendation for promotion, for their better utilization in higher grade, the respective unit/ Divisional head and corporate HRD shall c onsider, where feasible, lateral transfer of the individual. This is to facilita

te his promotion and career planning. In such cases, his suitability to fill vac ancy in the other dept shall be ascertained from all angles. JOB ENRICHMENT: Policy: BCIL, shall a follow a people centered approach to job enrichment with a view to enhance perform of employee, leading to higher job satisfaction. Operating Guidelines: Job Enrichment shall aim towards increasing the range of functions perfo rmed by an employee. Job Enrichment shall be supported through Multi-skills Operation, Self-I nspection and Operator planning functions. Individuals capable of using more than one skill shall be provided the n ecessary freedom and encouragement to utilize their potential in accomplishing a variety of tasks. Responsibility for job enrichment shall be shared by employees through a ctive involvement and participation. Emphasis shall be placed on work processes during job design to be restr uctured where necessary. Constant endeavour shall be made to design all tasks through Industrial Engineering to enable individual skills and fresh talents to be utilized to a g rater degree. Employee shall be encouraged to focus on demands and restrictions as pro blems to solved with a sprit of team work as the primary instrument in all activ ities

JOB ROTATION POLICY: At BCIL, facilities shall be provided for all-round growth of individual s through lateral mobility. This shall enhance their employability as well as eq uip them to shoulder higher responsibilities Systematic job rotation from time to time shall have a revitalizing effe ct on the individual as well as the organization. Job rotation for Engineering up to Assistant Managers is mandatory under the policy. In evaluating personnel problem for job rotation, emphasis shall be on the personality of the individual attitude, education, in addition to the jo b related skills or knowledge. The disciplines for Job Rotation shall be clearly defined. FACTORS GOVERNING JOB ROTATION: The following factors shall govern the lateral transfers. Aim to develop new skills in order to make the individual proficient in more than one skill. Ensure that the changes are not so frequent as to disrupt continuity of function, nor too infrequent as to lead to stagnation and demotivation. Working compatibility in the new environment. The individual develops a greater appreciation of inter-departmental and inter-unit issues, thereby removing communication barriers. OPERATING GUIDELINES: HRD shall have discussion with Heads of Departments before preparation o f job rotation list. Fresh Engineers shall be placed in Engineering or Quality Assurance Depa rtment for a period of three years on appointment.

Qualifications of individual shall match the area of operations. Personnel who have been sent / to be sent to be collaborators for traini ng or to overseas sales, Officers shall not be disturbed for two years. An individual must have spent minimum three years in the current Depart ment Job rotation shall be carried out twice a year in April and October mont hs. In the case of assistant Manager and above, who are second in command in any Department / Section, consequences of transfer to other Department / Units / Group Companies shall be studied before affecting a transfer. Inter Company / Unit / Departmental transfers shall be carried out on on e-to-one basis. Transfer of personnel shall preferably be to posts in the same grade or with a difference of one grade. To the extent feasible not more than one person from each Department sha ll be considered for transfer at a time. If more than one person in a Department is eligible for job rotation, th e basis of selection of individual shall be length of service in the Department. Screening of transfers shall be permitted in selective cases provided sc reening action is initiated six months in advance by the head of department. Three months advance information shall be given to individuals and their Heads of Departments before effective transfer. Orientation Program for the individual in the new Department shall be re leased by that Department prior to transfer date. Sponsored candidates or those who have completed higher studies recently , shall not be considered for transfer for period of three years to a discipline other than the area in which they have pursued the higher studies / training. Any transfer affected without the intervention of corporate HRD shall be communicated to the corporate HRD and Secretariat. Promotion effected due to transfers: Employees whose promotions are affected adversely by transfers should be consi dered separately by HRD Department and the Promotion Committee. HUMAN RESOURCE INFORMATION SYSTEM POLICY: HRIS shall aim at: Providing accurate and timely information about the employees to managem ent for decision making. Eliminating duplication of efforts. Offering quick and easy access to human resource information at random a s well as in regular form. The system shall have two layers of security. Access to the system shall be through keying in the valid combination of user name and password. Permissio n to access certain programs shall be restricted to identified personnel. An integrated employee database shall be maintained and continuously upd ated with information from personnel at regular intervals regarding biographical data, work, experience, qualifications, appraisals, training and career paths. OPERATING GUIDELINES: A. Inputs to Human Resource Information System: The following inputs shall be provided regularly to HRD by concerned Department /Unit/ Branches. Inter Unit / Branch transfers. Inter Department Transfers. Resignations / Retirements / Terminations / Voluntary Retirements / Deat h / details from Secretarial and Personnel Departments. Absenteeism, disciplinary action, turnover data by Personnel Department. Manpower Policy revision. Manpower Requirements by Department / Units / Branches, including skills

available, job / task descriptions and skills required for the task Current com.pensation package for Operators and Supervisors by Personnel Department. Performance Appraisal by Department / Units. Training attendance and requirement. Details of promotion effected. Expenditure incurred by Units/ Branches on HRD activities. Personal data of employees. Career planning and succession planning data. Exit interview information. REPORT PREPARATION: The following reports shall be produced from HRIS: a. Age Analysis: Qualification and skill analysis. Manpower status. Grade wise analysis. Manpower requirements. Separation trends and forecasts. Recruitment trends and forecasts. Manning tables. Redeployment analysis. b. Recruitment and Selection: Biodata Bank providing a report on personnel appropriate for a specific job. Summary of potential candidates. Recruitment costs. Selection costs. c. Induction: Induction program. Induction effectiveness. Induction costs. d. Compensation: Compensation statement of salary benefits and options to suit each emplo yee. Comparative statement of KEC with other organizations. e. Performance Appraisal: Appraisal profile of an employee. Appraisal rating of an employee over the past five years. Appraisal rating turnover for each Department. Training needs report. Rating trend of raters. f. Training and Development: Training and requirement and summary. Training completion summary. Career Development Course. Training Evaluation Summary. Post training utilization. g. Career Planning: Career Profile of an employee. Career Path – Main and alternative.

h. Separation Analysis: Exit Interview Report. Grievance handling and counseling: Counseling/ grievance handling of the employees to maintain a he althy work environment and facilitating Employee Satisfaction Survey & community development. Labor welfare Employee Relations & Employee Welfare: Handling employee engagement activities t hrough organizing various HR initiatives like games, monthly HR news letter, hea lth check up camp etc. • Industrial Relations: handling labor union and dispute settlements. Achieved a remarkable success by handling labor problem in one of our unit. • Statutory Compliances and other functions. Labor welfare provisions – These are so many provisions in industry Working hours Uniform Industrial canteen Leave House rent allowance Sports and recreational facilities Insurance schemes Retirement et

METHODOLOGY: TOPIC: A STUDY ON “HR INITIATIVES TO REVAMP BAGALKOT CEMENTS & INDUSTRIES L TD” RESEARCH PROBLEM: To study the problems before revamping and to understand the impor tance of HR interventions in revamping the organization. OBJECTIVES: To study the overall HR activities carried out at bagalkot cements and i ndustry ltd. To understand the importance of HR initiatives in order to revamp the or ganization. To compare past and present HR activities to measure the improvements in organization. To determine the impact of HR initiatives on work environment after reva mping the HR activities.

DATA COLLECTION METHOD: Primary Data The primary data was generated through extensive use of a structured questionnai re. Information was also collected by personally meeting and discussing with externa l guide. Secondary Data The secondary data was collected from the following sources: • Books • Magazines • Website • Reports SAMPLING ELEMENTS Employees of Bagalkot cements and Industry ltd. SAMPLING METHOD: Random sampling method is used to collect the data. SAMPLE SIZE: Sample size is 100 employees of Bagalkot cements and industry ltd.

1. FOLLOWING ARE THE HR ACTIVITIES CARRIED OUT IN YOUR ORGANISATION (PLEASE TICK)

Performance appraisal 80 Job enrichment 60 Recruitment & Selection 80 Induction & Training 60 Other training programs 75 Job rotation 40 Changes in policies rules & regulation 35 Organization structure 85 Grievance handling 70

Analysis: 14% of the employees said performance appraisal, 14% said organizatio n structure, 14% said recruitment & selection 13% said other training programs, 12% said, job enrichment, 10% said organization structure, 10% induction and tra ining, 7% said job rotation and 6% said that changes in policies rules and regul ations are carried out at BCIL. Interpretation: It is inferred that majority of the employees said that organiza tion is concentrating more on performance appraisal, organization structure recr uitment and selection. And other initiatives like training program, job enrichme nt and job rotation, changes in policies rules and regulations are given less im portance. 2. Valid WAS IT DIFFICULT TO RESTART THE ORGANISATION? YES NO Total Frequency 60 60.0 40 40.0 100 100.0 Percent Valid Percent 60.0 60.0 40.0 100.0 100.0 Cumulative Percent

Pie Chart

Analysis: About 60% of the employees feel that it is difficult to restart the o rganization, remaining 40% of the employees said that it is not difficult to res tart the organization. Interpretation: It is interpreted that majority of the employees feel that resta rting the organization is quite difficult task and few employees opinion is that it is not a difficult to restart the organization.

3. ? Valid

TO WHAT EXTENT DID THE TRAINING PROGRAM ACCOMPLISH ITS STATED OBJECTIVES Frequency GREAT EXTENT 38 SOME EXTENT 34 AVERAGE 28 28.0 Total 100 100.0 Percent 38.0 34.0 28.0 100.0 Valid Percent 38.0 38.0 34.0 72.0 100.0 Cumulative Percent

Analysis: 38% of the employees feel that training program accomplishes its state d objectives at great extent, where as 34% of the employees feel that training a ccomplishes its objectives for some extent and 28% of the employees said it may achieve objectives or it may not. Interpretation: It can be inferred that majority of the employees feel that tra ining accomplishes its objectives. And very few said that it may fail to accompl ish the stated objectives.

4. Valid

HAS THE TRAINING INCREASED YOUR PERFORMANCE? YES NO Total Frequency 77 77.0 23 23.0 100 100.0 Percent Valid Percent 77.0 77.0 23.0 100.0 100.0 Cumulative Percent

Analysis: 77% of the employees said that training increased their performance a nd remaining 23% employees opinion is that training did not increased their perf ormance. Interpretation: from the above it can be inferred that majority of the employees increased their performance through training and few employees are not able to increase their performance even though they have undergone training.

5. DOES PERFORMANCE APPRAISAL TECHNIQUE USED BY YOUR ORGANISATION IS EFFECT IVE IN RATING YOUR PERFORMANCE? Frequency 84 84.0 16 16.0 100 100.0 Percent Valid Percent 84.0 84.0 16.0 100.0 100.0 Cumulative Percent

Valid

YES NO Total

Analysis: About 84% of the employees feel that the performance appraisal techniq ue used by the BCIL is effective in rating performance. Remaining 16% of the emp loyees said it is not effective. Interpretation: It can be inferred that majority of the employees of BCIL are sa tisfied with present appraisal system and few employees said that it can be impr oved or made more effective by adopting new appraisal system to rate the perfor mance accurately.

6.

ACCORDING TO YOU WHY APPRAISAL IS NECESSARY? Frequency Percent Valid Percent IMPROVIZE THE PERFORMANCE 22 22.0 MAINTAINING WORKFORCE 20 20.0 20.0 Cumulative Percent 22.0 22.0 42.0

Valid

Analysis: About 32% of the employees feel appraisal is required to determine th e training needs, 23% feed back, 22% improvise the performance, 20% maintain the workforce and remaining3% to measure the work appraisal is needed. Interpretation: It is interpreted that most of the employees feel that appraisal is needed for determining training needs, maintain workforce, feed back and imp rove the performance and few employees view is that it is required to measure th e work. 7. WHICH OF THE FOLLOWING CONSTITUENT WILL EFFECT ON RECRUITMENT? Frequency Percent IMAGE OF THE ORGANISATION ALTERNATIVE JOBS 10 UNION REQUIREMENT 33 Total 100 100.0 100.0 Valid Percent 57 57.0 10.0 10.0 33.0 33.0 Cumulative Percent 57.0 57.0 67.0 100.0

Valid

Analysis: About 57% of the employees said image of the organization will effect on recruitment, where as 33% said Union requirement will be effected and remain ing 10% employees feel that alternative jobs available will effect on recruitmen t. Interpretation: It is interpreted that most of the employees feel Image of the o rganization will effect on recruitment and few said union requirement and very l ess employees feel that alternative jobs will effect on recruitment.

8.

 

DETERMINATION OF TRAINING NEEDS 32 MEASURE THE WORK FEED BACK 23 Total 100 100.0 3 23.0 100.0 3.0 23.0

32.0 3.0 100.0

32.0 77.0

74.0

WHAT ARE THE CRETARIA USED FOR THE PROMOTION? Frequency Percent Valid Percent Cumulative Percent

Valid

SENIORITY 1 MERIT 27 27.0 ANNUAL APPRAISAL SYSTEM Total 100 100.0

1.0 27.0 72 100.0

1.0 28.0 72.0

1.0 72.0 100.0

Analysis: 72% of the employees said that annual appraisal system is used for pro motion and 27% said that merit is considered for promotion and remaining 1% empl oyees said that seniority is the base for promotion. Interpretation: It can be inferred that most of the employees feel annual apprai sal system is considered to be effective in promotion. and some employees feel m erit is base for promotion and very less employees feel that seniority is consid ered for promotion.

Frequency ve Percent Valid YES NO Total 89 11 100 89.0 11.0 100.0 89.0 11.0 100.0 89.0 100.0

Percent Valid Percent

Cumulati

Analysis: About 89% of the employees said that job enrichment helps organizatio n in improving productivity and remaining 11% of the employees said it will not. Interpretation: It is inferred that majority of the employees of BCIL feel that job enrichment will helps organization in improving productivity and few very le ss employees think it is not helpful in increasing productivity.

9.

DOES NEW RECRUITMENT PROCESS HELPS ORGANISATION IN GETTING RIGHT PEOPLE?

Valid

YES

Frequency 100 100.0

Percent Valid Percent 100.0 100.0

Cumulative Percent

Analysis: whole 100% employees feel that new recruitment process of BCIL helps i n getting right people. Interpretation: It can be interpreted that new recruitment process helped BCIL i n getting right persons for right job.

10. DOES INTRODUCTION OF APPRAISAL SYSTEM HELPS ORGANISATION IN UPGRADING SK ILLS & RETAINING EMPLYESS?

Valid

Frequency STRONGLY AGREE 57 AGREE 41 41.0 SOME WHAT AGREE 2 Total 100 100.0

Percent 57.0 41.0 2.0 100.0

Valid Percent 57.0 57.0 98.0 2.0 100.0

Cumulative Percent

Analysis: About 57% of the employees strongly agreed that introduction of apprai sal system helped organization in upgrading skills and retaining talents, where as 41% of the employees agreed for this and 2% are not sure. Interpretation: It is interpreted that most of the employees of BCIL feel that to upgrade skill and retain the talent appraisal is very much helpful and few em ployees.

11.

DOES JOB ROTATION IMROVE YOUR PERFORMANCE AS COMPARE TO EARLIER?

Valid

YES NO Total

Frequency 93 93.0 7 7.0 100 100.0

Percent Valid Percent 93.0 93.0 7.0 100.0 100.0

Cumulative Percent

Analysis: About 92% of the employees feel that job rotation is need to improve the performance and remaining 7% said that it is not needed. Interpretation: It can be inferred that job rotation is important to increase th e performance.

12. Valid

DO YOU FEEL WORKING STRUCTURE IS MORE FLEXIBLE THAN EARLIER ONE? YES Frequency 100 100.0 Percent Valid Percent 100.0 100.0 Cumulative Percent

Analysis: About 100% of the employees feel that present working condition is mor e flexible than earlier one. Interpretation: It can be said that working structure after re opening the compa ny is better as compare to past one.

FINDINGS: From the survey conducted for 100 employees, following findings are rev ealed; Objective 1: To study the HR activities carried out at BCIL. • 87% were of the opinion that organization concentrates more on hr activi ties like performance appraisal, organization structure, recruitment & selection , & other training programs, and 13% employees are of the view that it gives les s importance to job rotation, job enrichment, and policies rules and regulation s. Objective 2: To understand the importance of HR activities in order to revamp th e organization.

• 60% of the employees of BCIL were of the opinion that it was difficult to restart the organization but 40% employees were self motivated and were sure of restarting the organization and were successful in doing so. . • 72% of the employees feel that training program has accomplished its st ated objectives at great extent; where as 28% of the employees said it may achie ve objectives or it may not. • 77% of the employees said that training increased their performance and remaining 23% employees were of the opinion that improvement in training is need ed. • 97%of the employees feel appraisal is required to determine the training needs, to provide feed back, and to improvise the performance and maintain the workforce remaining 3% said to measure the work appraisal is needed. • 90% of the employees said that image of the organization and Union requ irement will effect on recruitment and remaining 10% employees feel that alterna tive jobs available will effect on recruitment. • 72% of the employees said that annual appraisal system and merit is us ed for promoting employee and remaining 1% employees said that seniority is the base for promotion • 92% of the employees said that Job enrichment is necessary in the organ ization and 8% said that it is not needed. • It is revealed that 89% of the employees said that job enrichment helps organization in improving productivity and remaining 11% of the employees said i t will not. Objective 3: To compare past and present HR activities to measure improvement in organization. • 100% employees feel that new recruitment process of BCIL helps in getti ng right people, for the right job with the required competency. • 98% of the employees strongly agreed that introduction of appraisal sys tem helped organization in upgrading skills and retaining talents compare to ear lier, where as 2% are not sure. • 92% of the employees feel that job rotation is needed to improve the pe rformance compare to earlier and remaining 7% said that it is not needed. Objective 4: To determine impact of HR initiatives on work environment after rev amping the organization • About 100% of the employees feel that present working condition is more flexible and participative than earlier one.

SUGGESTION: • Organization should give equal importance to other HR activities like jo b enrichment, job rotation, and policies and regulations.organisation should als o introduce new HR concepts like team building, information sharing of the polic ies in brief over mail by which employees always be updated and they feel more i nterested in work. • It should also take care of experience and merit factors along with perf ormance while promoting the employees. So that employees feel their experience w ill also count and they will contribute more to the success of the organization. • Though the employees are getting training programs it is found that ther e is a need to improve or introduce new training methods like off job training, Cross functional, role plays which will help them in improving their knowledge & performance. • Organization should fill the gap by making employees participate and com municate with top management and accept their views and opinions about HR progra ms and implement those so that their belongingness will increase and they will b e more satisfied while working with BCIL. • Lastly I would also like to suggest that company should develop separate counseling department where employees can share their problems and they feel fr ee to communicate about the problems and it encourages them to work in the organ ization.

CONCLUSION: Revamping the organization is a very challenging and very toughest job where organization faces lot of problems like resistance of the workforce a nd lack of readiness to cope up with changes in workplace. So we can say that to rebuild any organization commitment and hard work is very essential which will push organization in a right direction and also helps in achieving success. In this regard BCIL has taken a very important decision of revamp ing the organization by concentrating more on working style through HR initiati ves and it also got success and functioning well compare to earlier. Even though it is performing well there is always scope for improvement and it should impro ve in some area like recruitment, performance appraisal and training and develop ment activities.

• BCIL delegated authority and responsibility to its employees, but still there is a need to give more opportunities for employees to participate in decis ion making and delegate the powers which will improves the belongingness and whi ch will also solve the problem of insecurity, it also helps proper functioning w hich have forth not leads to closer or any kind of discontinuity of the organiza tion. • While recruiting the employees it should also give preference to fresher s, where company will get more innovative thinking source and innovative working style which helps company to cope up with changing scenario. • There is an improvement necessary in performance appraisal system that i t should select right appraisal method and while appraising the employees it sho uld also consider the experience, merit and competencies so that right people w ill be promoted and appraised.

QUETIONNAIRE Dear Sir/Madam, It’s my pleasure to introduce myself as Miss. Veena .S. Hiremath student of B.V.V.Sangha’s Institute of Management Studies, Bagalkot. As per my curriculam I am doing my project titled “Study on HR initiatives to reva mp Bagalkot cements and industries ltd. & I have to conduct survey on employees. So I request you to spend your valuable time & provide information by filling u p this questionnaire. I promise to keep the information confidential and will be used only for academic purpose. Name: Phone number: E-mail ID: Designation: Work experience in BCL: 1. Following are the HR activities carried out in your organization (please tick ). [ ] Performance appraisal [ ] Job enriching [ ] Recruitment & selection

[ [ [ [ [ [

] ] ] ] ] ]

Induction & training Other training programs Job rotation Changes in policies rules & regulation Organization structure Grievance handling

If any other please specify -------------------------------------------------------------------------------------------------------------------------------------------2. Was it difficult to restart the organization? Yes [ ] No [ ]

3. Please tick the correct options and answer the following questions:a. To what extent did the training program accomplish its stated learning o bjective? [ ] Great extent [ ] Average b. Has the training increased your performance? [ ] Yes [ ] No [ ] some extent [ ] Not at all

c. Does performance appraisal technique used by your organization is effect ive in rating your performance? [ ] Yes If No specify the reasons ----------------------------------------------------------------------------------------------------------------------------------------d. According to you why appraisal is necessary? [ [ [ [ [ e. ] ] ] ] ] Improvise the performance Maintaining workforce Determination of training needs Measure the work Feed back [ ] No

Which of the following constituent will effect on recruitment? [ ] Image of the organization [ ] Government influence [ ] Alternative jobs [ ] Union requirement [ ] Non of the above

f.

What are the criteria used for the promotion? [ ] Seniority [ ] Annual appraisal system --------------------[ ] Merit [ ] any other

g.

Is job enrichment necessary? [ ] Yes [ ] No

Yes/No give the reasons ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------4 Does job enrichment helps in improving organization productivity as compare to past? [ ] Yes [ ] No

5. Does new recruitment process helps organization in getting right people compa re to past one? [ ] Yes [ ] No

6. Introduction of appraisal system helps organization in upgrading & retaining talents. [ ] Strongly agree [ ] some what disagree [ ] strongly disagree 7. Does the job rotation improve your performance as compare to earlier? [ ] Yes [ ] No [ ] agree [ ] disagree

8. Do you feel present working structure is more flexible than earlier one? [ ] Yes [ ] No

9. Any improvement necessary in the HR programs for betterment of organization.

SIGNATURE THANK YOU

BIBLIOGRAPHY Organization development and change By Cummings & Worley HR initiatives — why some succeed and many fail (Business line Monday, march 03, 2008) www.bagalkotudyoglimited.com www.google.com