ACKNOWLEDGEMENT

Human Resource Management is said to be the backbone for any

organization as it studies the most significant resources of the organization i.e.
human. HRM helps in managing people within an organization. It helps in
accomplishing the maximum out of the minimum.

The thesis work “Human Resource Management Practices in Large Scale

Industries: A Case Study of Century Pulp & Paper Mill, Lalkuan (Nainital)” focuses
on the importance of human resource management practices in large scale industries
with a special attention on Century Pulp & Paper (CPP) Mill, Lalkuan (Nainital). All
the functions of HRM are studied and then correlated with the same in CPP. The
main aim of this work of the researcher is to study the HRM practices in CPP and
thus give few suggestions to the organization so that they can make the use of their
human resources more effectively and efficiently.
 CONTENTS

S. Chapters Page
No. No.
1 Introduction 1-28
1.1 Human Resource Management 1
1.2 Evolution of Human Resource Management 1
1.3 Objectives of Human Resource Management 6
1.4 Importance of Human Resource Management 7
1.5 Functions of Human Resource Management 7
1.5.1 Managerial Functions 8
1.5.2 Operative Functions 8
1.6 Human Resource Management Practices in SAIL 9
1.7 Human Resource Management Practices in TATA 10
Steel
1.8 Obstacles in the growth of Human Resource 13
Management in India
1.9 An introduction to Century Pulp & Paper Mill, 14
Lalkuan (Nainital)
1.9.1 CPP Products 15
1.9.2 Commitment to Quality and Service 17
1.9.3 About Workforce in CPP 17
1.9.4 Products and Types of Products 18
1.9.5 Process Description 19
1.9.6 Human Resource Management in CPP- At a Glance 20
1.10 Methodology Used 23
1.11 Literature Review 23
1.12 Constraints 26
1.13 Conclusion 26
References 27-28
2 Human Resource Planning 29-50
2.1 Need of Human Resource Planning 29
2.2 Forms of Human Resource Planning 30
2.3 Human Resource Planning Process 30
 2.4 Job Analysis and Job Design 38
2.5 Problems and Limitations of Human Resource 43
Planning
2.6 Human Resource Information System (HRIS) 44
2.7 HR Practices in India 45
2.8 Human Resource Planning and the Government 45
2.9 Human Resource Planning in CPP Mill, Lalkuan 45
2.10 Conclusion 48
References 50
3 Recruitment, Selection and Training 51-83
3.1 Recruitment 51
3.1.1 Factors Affecting Recruitment 51
3.1.2 Recruitment Process 52
3.1.3 Sources of Recruitment 54
3.2 Selection 57
3.2.1 Selection Process 57
3.2.2 Placement & Induction 58
3.3 Training 58
3.3.1 Need & Importance of Training 59
3.4 Recruitment and Selection Process in Century Pulp & 62
Paper Mill
3.4.1 Some Important Terms & Conditions in CPP 71
3.4.2 Methods of Recruitment in CPP 72
3.4.3 Training & Development in Century Pulp & Paper 75
3.5 Conclusion 82
References 83
4 Motivation 84-108
4.1 Importance of Motivation 85
4.2 Theories of Motivation 86
4.3 Motivational Tools 95
4.4 Various Motivational Tools in CPP 98
4.5 Conclusion / Suggestions 105
References 107-108
5 Grievance and Grievance Handling 109-127
5.1 Meaning of Grievance 109
5.1.1 Causes of Grievances 109
5.1.2 Forms of Grievances 110
5.1.3 Effects of an Undressed Grievance 110
5.2 Grievance Procedure 111
5.2.1 Need For Grievance Handling Procedure 111
5.2.2 Steps Followed in Grievance Handling Procedure 112
5.3 Industrial Relations (IR) 114
5.3.1 Significance of Industrial relations 114
5.3.2 Essentials of Good Industrial relations 115
5.3.3 Causes for Poor Industrial relations 116
5.4 Industrial Disputes 117
5.4.1 Types of Industrial Disputes 117
5.4.2 Industrial Disputes-Settlement Measures 118
5.5 Trade Unions 120
5.5.1 Objectives of Trade Unions 120
5.6 Grievance and Grievance Handling Procedures in 121
CPP Mill, Lalkuan
5.6.1 Collective Bargaining in CPP Mill, Lalkuan 123
5.6.2 Disputes in CPP Mill, Lalkuan 123
5.7 Conclusion 126
References 127
6 Problems and Difficulties 128-147
References 147
7 Conclusion 148-154
Bibliography 154-159
Annexure 160-173
Questionnaires 174-179
8 Research papers
 TABLES
Table Title Page
NO.
1.1 The Transmission of Personnel Function from one stage to other 3
1.2 Shifts and Timings in CPP 18
1.3 HRD Department in CPP 22
2.1 Staff Forecast Form 32
2.2 Demand Forecast-Inspectors 33
2.3 Feedback of Executives on HR Planning in CPP 46
2.4 Feedback of Skilled Employees on HR Planning in CPP 47
2.5 Feedback of Unskilled Employees on HR Planning in CPP 48
3.1 Recruitment Practices followed in India 56
3.2 Steps in Training Program 60
3.3 Sources of Need Analysis Data 61
3.4 Qualification & Experience required for each grade of workmen 72
3.5 Specimen of Monthly Calendar in CPP 76
3.6 Feedback of Executives on Recruitment, Selection & Training in 80
CPP
3.7 Feedback of Skilled Employees on Recruitment, Selection & 81
Training in CPP
3.8 Feedback of Unskilled Employees on Recruitment, Selection & 81
Training in CPP
4.1 Table showing status of GPA in CPP 102
4.2 Feedback of Executives on Motivation in CPP 103
4.3 Feedback of Skilled Employees on Motivation in CPP 104
4.4 Feedback of Unskilled Employees on Motivation in CPP 104
5.1 Feedback of Executives on Grievance & Grievance Handling in 124
CPP
5.2 Feedback of Skilled Employees on Grievance & Grievance 125
Handling in CPP
5.3 Feedback of Unskilled Employees on Grievance & Grievance 125
Handling in CPP
 FIGURES
Fig. Title Page
NO.
1.1 Maslow’s Hierarchy of Needs 5
1.2 Human Resource Management 7
2.1 Techniques of HR Demand Forecasting 31
2.2 Regression line showing relationship between Sales and 35
Employees Size
2.3 Estimating Internal Labour Supply for a given Unit 37
2.4 Programme Planning Options 38
2.5 Components of Job Analysis 39
2.6 Process of Job Analysis 41
3.1 Recruitment Process 53
3.2 Types of Training Methods 62
3.3 Recruitment & Selection Flow Chart in CPP 63
3.4 Sourcing in CPP 64
3.5 Joining Formalities in CPP 67
3.6 Flow Diagram of Training & Development Activities in CPP 74
4.1 Motivation Process 84
4.2 Maslow’s Need Hierarchy Theory 86
4.3 Herzberg’s view of Job Satisfaction and Job Dissatisfaction 89
4.4 Comparison of Maslow’s and Herzberg’s Theory of Motivation 90
4.5 Expectancy Theory from a Manager’s Perspective 91
4.6 Porter and Lawler Model of Motivation 93
4.7 Adam’s Equity Theory 94
4.8 Alderfer’s ERG Theory 94
5.1 Steps in Grievance Handling Procedure 112
5.2 Model Grievance Procedure 113
5.3 Grievance Handling Procedure in CPP 121
MAP OF CENTURY PULP AND PAPER MILL,
LALKUAN (NAINITAL)
 1

Chapter 1

INTRODUCTION

An organization comprises of both human as well as non-human / non-living

resources, but the most significant resource of an organization is said to be the
human or people working there. The importance of this resource is due to its
unique characteristics. Firstly, it is the human that make use of other non human
resources. Secondly, it is the only resource that can convert non human resources
into useful and consumable resources utilized for achieving organizational
objectives. Last but not the least humans are heterogeneous in nature as they
differ in personality, behavior, values, emotions etc. which makes difficult for the
organization to use them in an effective and efficient manner.

Business houses are made or broken in the long run not by markets or capital,
patents, or equipments, but by men.1

HUMAN RESOURCE MANAGEMENT (HRM)

Human Resource in simpler sense can be defined as “HRM is a process of

making the efficient and effective use of human resources so that the set of goals
are achieved.”2

Personnel Management or say human resource management is the planning,

organizing, directing and controlling of the procurement, development,
compensation, integration, maintenance and separation of human resources to the
end that individual, organizational and social objectives are accomplished.3 Thus
HRM can be defined as a process of managing people within an organization in
such a manner that predetermined objectives can be achieved more efficiently
and effectively.
 OBSTACLES IN THE GROWTH OF HUMAN RESOURCE
MANAGEMENT IN INDIA:

There are various factors that have hindered the growth and development of
human resource management in India such as-:

1. As said by Peter Drucker, “the personnel manager tends to conceive his

job partly as a file clerk’s job, partly as a house-keeping job, partly as a
social worker’s job and partly as a fire-fighter to head off union trouble or
settle it.” It is clear from the above definition that the attitude towards
personnel/HR manager in India is still traditional and attitude of
employees towards the HR manager is not favourable.

2. HR department suffers from lack of interest among the personnel

executives due to lack of professional training and development facilities,
sense of insecurity, lack of job satisfaction etc.

3. Since HR administration is a line responsibility and staff function, so

personnel executives are not able to work properly and freely.

4. Due to the emergence and influence of powerful trade unions with their
selfish interests in many of the organizations, personnel officer keeps
himself away from any unnecessary disputes that may arise among the
employees and the organization.

5. HR profession is still not seen as a successful career like engineering or in

medicine, so it does not attracts many of the skilled and meritorious
persons. Mostly an average person with ordinary abilities can be found in
this post.

6. Materials provided by the educational institutions for management studies

are improper to compete with the changing environment. They still
provide the old-age curriculum which is not enough to deal with the
present rapidly changing conditions.

As the research is concerned with Century Pulp & Paper Mill, Lalkuan, so it
would be pertinent to give a brief history of Century Pulp & Paper Mill, Lalkuan:
 AN INTRODUCTION TO CENTURY PULP & PAPER
MILL LALKUAN(NAINITAL):

Century Pulp & Paper Mill (an ISO-9001:2000 & ISO-14001:2004 certified
division of Century Textiles and Industries Ltd.) is a member of B.K. Birla Group
of Companies leading in the integrated Pulp & paper plants. Mr. Basant Kumarji
Birla is the chairman of the company. The plant was established in the year 1984
in Lalkuan on the Bareilly-Nainital highway, 5km from Pantnagar towards
Haldwani. The Head Office of the company is at Kolkata. The Company is
pioneer in Bagasse based paper manufacturing throughout the country. It
presently operates in four fiber lines at the following installed capacity:

 Rayon Grade Pulp : 31320 TPA

 Writing & Printing Papers(Wood) : 37250 TPA

 Writing & Printing Papers(Bagasse) : 84600 TPA

 Writing & Printing Papers(DIP) : 75960 TPA

Main Raw-materials used by the company are Eucalyptus, Bamboo, Poplar and
Waste papers. The main aim of CPP is to manufacture international quality
products at optimum cost and meet consumer's need and satisfaction. Presently
company is exporting its paper to various countries including UAE, Singapore,
Sri-Lanka, Egypt, Bangladesh etc. The company has been awarded Golden status
by DGFT, Govt. of India as Golden Star Trading House at the corporate level.
The unit is ISO 9001:2004, ISO 14001:2004, OHSAS 18001:2007 and ISMS
(ISO 27001:2005) certified unit. The bagasse based papers are eco labeled.

Machinery Used : Most modern machinery with latest technology

Raw Material : Bamboo, Wood, Vineer Chips,

Bagasse , Waste Paper, Soft Wood Pulp

Products Manufactured : All types of Writing & printing Papers, Rayon Grade
Pulp, Tissue Paper & Packaging Board.

Permanent Staff & Workers : 786+ 1854 = 2640

Contractor Workmen : 3659 (Approx.)

CPP PRODUCTS:

CPP range of products includes finest varieties of Writing & Printing Paper,
Industrial Papers, Speciality Papers, Security Papers and Copier Papers from
diversified range of raw materials.

Century Parchment, NCR Base, Overlay Tissue, Wax Match Tissue, Century
Index, MCIR Cheque Paper, Buff Pulp Board, Railway Bond, Azure-laid (Ivory),
MF Book Cover (UV Fiber), SS Maplitho, Super White Maplitho, Super Shine
Printing, Base Paper for Coating, Sticker Base Paper, Copier Paper 75 gsm (Eco
Mark) are some of the varieties that have wide range of applications.

CPP also manufactures high quality dissolving Rayon Grade Pulp, raw material
for viscose filament Yarn/staple fiber and bleached Hardwood Paper Grade Pulp.

Presently the following main plants are in existence within the campus:

W.P.P. PLANT

Integrated Pulp & Paper Unit based on Eucalyptus and Bamboo furnish. Two
Paper Machines with 115 TPD Capacity. Capable to manufacture 44-210
gsm(gm/sq.metre). Machine deckle is 2.69 meters. Rewinders are Jagenberg
make with 1000m/min speed and cutters are of 1.45m. width with 200m./min
speed.

R.G.P. PLANT

Based on Eucalyptus & Poplar furnish. Bleaching sequence includes Chlorine di-
oxide treatment. Sheeting M/c with 105TPD production with on machine cutters
and baling press. (Make Carcano, Italy make). M/c deckle 2.4 meters.

BAGASSE PLANT

Based on Bagasse furnish 84%, Eucalyptus and Bamboo 10% and imported Pulp
6%. Paper machine equipped with Film Press for on-line coating with 235 TPD
production. Capable to manufacture 40-120 gsm including light weight coated
varieties. M/c deckle 5.2 meters.
 RE CYCLE FIBRE PLANT

A second fiber based plant manufacturing writing printing paper. DIP plant is
equipped with two stage floatation and two-stage bleaching. Latest technology
incorporated in this plant facilitates production of finest paper quality in this
category. The product range includes writing and printing papers of 52-130 GSM.

TISSUE PLANT

Prime grade tissue plant of 100 TPD with hi-speed machine (2000MPM) supplied
by metro is equipped with latest technology to produce finest quality in this
category. The product range will include facial, napkin, toilet, C-fold, and kitchen
towel etc. in the range 13-40 GSM.

BOARD PLANT

Based on Wood & Waste paper, Voith Machine equipped with latest technology,
capable to produce 500 TPD finest quality Packaging Board with 600 MPM
speed. The product range includes 4 layer board of 170 to 500 GSM, M/C Deckle
is 3.75 Mtr.

POWER BLOCK

Power houses has 9 coal & pith fired boilers and three turbines. The turbines are
of 6.8 MW BHEL TG Set (extraction back pressure), 21 MW TDK TG Set and
16 MW BHEL Turbine, 43 MW TG Set (All are Double extraction condensing
type). 8 boilers are fluidized bed boilers out of which, 1 F.B.C. Boiler is of 100
T/hr, 62 kg/cm2, 480 degree Celsius, 3 F.B.C. Boilers are of 23 T/hr, 47 ata, 420
degree Celsius each and 2 F.B.C. Boilers are of 50 T/hr, 63 ata, 480 degree
Celsius each, 1 boiler is spreader stoker coal fired boiler of 25 T/hr, 47 ata, 420
degree Celsius and 1 boiler is coal cum pith fired boiler of 60 T/hr, 66 ata, 485
degree Celsius, 1 new coal boiler of 100 T/hr, 65 Kg/ Cm2, 480 degree Celsius.

CHEMICAL RECOVERY PLANT

Chemical Recovery Plant recovers cooking chemicals spent during cooking

operation in digesters with the help of latest technology available. These
chemicals are reused in cooking operation in Pulp Mill. The liquor received from
Pulp Mill is called Black Liquor and the liquor supplied back to Pulp Mill is
called White Liquor based on their colour appearance. The Black liquor contains
substantial quantity of organic matter like lignin which when burnt in Recovery
Boiler along with Black liquor releases enormous amount of heat which is
utilized to generate high pressure steam and is sent to turbines to generate power.
The black liquor is first concentrated in Evaporators, then burnt in Boilers and
thereafter is reacted with Lime (Calcium oxide) in Causticizing section to finally
recover the spent chemicals. Make-up sulphur and lime stone are added in the
system as per requirement. Lime is produced in Rotary Lime Kilns by burning
the mud (Calcium Carbonate) obtained from Causticizing Section.

Commitment to Quality and Service

At Century quality is an all-pervasive commitment. It strive to continually

improve the quality of its products and services, which has been, affirmed in the
form of ISO 9001:2008 certification to the company for its Quality Management
System. The company has been responsive to the changing market requirement
and has developed new quality products to care to the varying end uses.

Power Block

Power House has 8 coal fired boilers and 3 turbines. The turbines are of 6.8 MW
BHEL TG Set (Extraction Back Pressure), 21 MW TDK TG Set (Double
Extraction condensing Type) and 16 MW BHEL Turbine.

6 Boilers are Fluidized Bed Boilers out of which one F.B.C. Boiler is of 100 T/hr,
62 kg/cm, 480°C, 3 F.B.C. Boilers are of 23 T/hr, 47 ata, 420°C each and 2
F.B.C. Boilers are of 50 T/hr, 63 ata, 480°C each, 1 Boiler is Spreader Stroke
Coal Fired Boiler of 25 T/hr, 47 ata, 420°C and 1 boiler is Pith Fired Boiler of 60
T/hr, 66 ata, 485°C.
Main Departments in CPP-

 Process Department

 Maintenance Department

 Electrical Department

 Instrumental Department

 Project Department

 ETP/WTP Department

 Personnel & Administration Department

 Finance Department

 Sales & Excise Department

 Purchase & Stores Department

 Raw Material

 RGP Lab, WPP, QC & Research & Development Labs

PRODUCTS AND TYPES OF PRODUCTS

Century Pulp and Paper Mill was established in 1984 with an installed capacity of
20000 TPA of writing printing paper and 20000 TPA of Rayon Grade Pulp,
37250 TPA paper (Wood based plant) and 84600 TPA paper bagasse based plant.
Today the company is pioneer in bagasse based paper manufacturing throughout
the country. Company has established its brand equity against stiff competition
from other manufacturers. There is more competition in Bagasse and Wood based
paper.

The products manufactured by CPP (as in ANNEXURE 1)

PROCESS DESCRIPTION:

The company has four streets of production viz. W.P.P., Bagasse &
Recycled Fiber & R.G.P. Streets. A wide variety of writing and printing
paper is manufactured in W.P.P., Bagasse & Recycled Fiber Streets and
Rayon grade pulp is manufactured in R.G.P. Streets.

The main steps in manufacturing Paper / Rayon grade pulp are as follows:

 Chipping of the logs of Bamboo, Eucalyptus / Poplar in W.P.P. Street and

Eucalyptus in R.G.P. Street to about 1" size chips and storage in chips
silo.

 Bagasse unloading, handling, depithing, pile building, reclaiming and

washing in bagasse street.

 Cooking – Sulphate process: In WPP and RGP streets, vertical Batch

Digesters (for chips cooking) &in bagasse street, continuous Tube type
digesters (for bagasse fiber cooking) are in operation. The cooking
process is carried out at present temperature and pressure in presence of
cooking / chemicals for specified cooking period.

 Removal of Knots / uncooked / partially cooked portion of the material

obtained from digesters on the knotters.

 Washing of the pulp in brown stock washers to remove spent chemicals

and organic matter.

 Screening and cleaning of the pulp to remove impurities.

 Bleaching of the pulp based on the latest technology to attain final pulp
brightness as per requirement.

 Sizing and loading of pulp stock in the stock preparation section to

achieve desired qualities in final product.
  Paper sheet formation in Paper Machines (WPP & Bagasse Streets)
equipped for online quality products.

 Pulp sheet formation in Sheeting machine in RGP street equipped for on

line quality products.

HUMAN RESOURCE MANAGEMENT IN CPP – At a Glance:

To achieve organizational goal is the ultimate aim of every organization, whether

small, medium or large in scale. So, Keeping in view the large size, large no. of
departments and large workforce of the mill the personnel department of CPP
manages the work in such a way so that the company may run smoothly and
systematically.

Responsibilities in the mill are so divided that all the sections receive direction
from the HOD i.e. V.P. (Personnel & Administration Department). All related
information, feedback and reporting is carried by sectional heads to V.P. Thus it
can be observed that there is a strong coordination and good team work between
the different sections of the P & A department.

Work undertaken by different departments in CPP

1. PERSONNEL: Recruitment, Transfer, Promotion, Punishment, I.R.

(Grievance handling, Disciplinary actions, Domestic enquiry, Court case,
Negotiations with trade unions, Agreement). All Welfare activities,
Maintaining personnel files, dealing with local authorities, Govt. officials,
Local leaders, Policy making & implementation of labour laws with
correspondence on related matters.

2. SECURITY: To abide by law & order and maintain discipline and

Harmony. To check unauthorized entries of man and materials, Gate
control, checking of vehicles, visitors & employees at gate to control
theft, unauthorized outing of employees etc, posting of security persons at
specified areas or spots to control sabotage & miss-happening, patrolling
day and night to avoid theft or airy oilier unhealthy acts. Managing entries
of incoming and outgoing materials.

3. TIME OFFICE: Time and Wages management- Record of day to day

shift wise attendance, leave record, O.T. Record, preparation of salary &
wages, leave encashment, Bonus & Gratuity payment, Full & final
payments.
 Managing casuals or supply labour as per the demand of different wages
& O.T. Distribution.

4. LIAISON & LEGAL: Excluding industrial disputes all legal matters

(like Transportation, Railways, Raw-materials etc.) coordinated by this
section.

Liaison with different departments (Private & Govt.) or officials to make

easier the company's work.

5. ADMINISTRATION: Monitoring & Controlling the contractors and

their workers activities specially- attendance, payment of wages,
minimum wages, accidents.

ESI, PF, contribution and deposition of these contributions to concern

Govt. offices.

6. HUMAN RESOURCE DEPARTMENT:

 Induction & Orientation of new entrants.

 Training & Development activities.

 Performance Appraisal (Coordinating the system as per Company's Policy

and approved procedure).

 HRD climate survey to reviewing / revising HR policies.

 Community Development activities.

 Coordination of TPM, ISO-9001, 14001, OHSAS 18001, ISMS 27001

activities.

 Managing visits and summer training time to time.

7. SAFETY: Goal- “0 (Zero) percent Accident”

 Identifying unsafe conditions & Acts. Create awareness among all

employees regarding risks, safety measures, uses of safety equipments &
personal protective equipments.

 Regular training in house & on the job to aware the contractors labour
about safety.

 Regular safety patrolling, implement work permit system.

 Monitoring and testing arrangements of pressure vessels, Hoists, pullips,

chains etc on specified intervals.
  Maintaining fire tenders, safety equipments fire hydrants, fire
extinguishers etc.
 Safety credits and compliances of different acts & rules.

Table 1.3: HRD DEPARTMENT IN CPP

S.NO. ACTIVITY OBJECTIVE

1 Training & Development Behavioral/Skill enhancement.
2 TPM Minimize cost of quality/maintenance.
3 Appraisals Measurement of performance.
4 Quality circle Problem-solving, Team Building and
skill development.
5 Suggestions Participation in management.
6 Kaizens Loss Eliminations/Improvements.
7 HRD Climate Survey Identifying strengths and weaknesses.
8 Quality Management System Improvement in process, consistent
product quality.
9 Safety Day, Electrical Safety Motivation of work force.
Day & House Keeping
Shields
10 OHS AS-18001 To achieve safe and healthy
environment.
11 EMS Environment protection.
12 Library Building a learning organization,
strengthening intellectual capital.
13 Community Development Goodwill for the organization eases
meeting organizational objectives.
(Source : Century Pulp & Paper Mill, Lalkuan)

(Organizational Hierarchy of CPP and its employees is shown in ANNEXURE 2)

In an organization whether small or large in size, it’s the human/people who carry
out many important activities related to work. Therefore, the most important task
of management becomes to organize them, so that they can perform their work
more effectively and efficiently. Human Resource Management is a function
which focuses on recruiting, managing and directing human resources or
employees, those who work within the organization. It suggests the management
to strategically manage people as business resources and to deal with the issues
related to them such as recruitment, compensation, safety, motivation, training,
administration etc. HR professionals advise managers and supervisors to assign
employees to different roles in the organization, in order to make them
successfully adapt to its environment. They also suggest strategies to increase
employees’ commitment towards the organization. Effective HRM aims at
motivating employees to contribute effectively and productively to the
accomplishment of company’s goals and objectives. The various functions of
HRM like planning, organizing, directing, staffing etc should be handled in an
organized way to achieve success.

As the size of an organization grows larger and its technology becomes more
complex, it also becomes progressively difficult to deal and coordinate with the
people within that organization. It is impossible for an individual person to watch
each and every person doing their work. In such case, need of a well trained and
experienced HR Department arises. Since, a well trained and experienced HR
Department helps the organization to make use of its human resources in a much
better and effective way. It not only helps the management to hire a required
talent but also helps the hired employee to grow and stay committed for a long
run in the organization.

METHODOLOGY USED:

Broadly speaking there are two sources for collection of statistical data i.e.
Primary or internal and Secondary or external. Primary data is basically collected
from within the organization and are complied in basic records of the institution.
They are first hand information collected directly from the source. These data are
original and raw in form. Therefore is said to be the crude form of information.
The investigator himself collects the data or supervises its collection through
samples, census or from case studies. On the other hand secondary data are
second hand information, collected and processed by some other agency or
institute like any Government agencies, any office, magazine, journals, pamphlets
etc. and are not used first time.

The methodology used for this research is based on primary and secondary data,
where the primary data is collected through Questionnaires cum Schedules.
Questionnaire is a research instrument consisting of a set of carefully designed
series of questions in exactly the same form given to the group of people for the
purpose of gathering the information from the respondents in order to collect data
about some topic in which the researcher is interested. Questionnaires help in
collection of appropriate data having standardized answers which are easy to be
compiled in the cheapest way. Schedule is a set of questions structured on a given
topic which guides an investigator or the researcher. It is a guideline for
investigation. It contains direct questions as well as questions in the tabular form
presented for a specific purpose for testing an assumption or hypothesis. Sample
size took by the researcher for the collection of primary data for the study is:

No. of Executives questioned in CPP – 10

No. of Skilled Employees questioned in CPP – 100

No. of Unskilled Employees questioned in CPP – 100

Secondary data was obtained from the HRD Department of CPP. Questionnaires
cum schedules used by the researcher for this study are enclosed herewith at the
back of the annexure of the thesis.

Data collected through the questionnaires in the raw form was changed into
percentile form and through the percentages obtained different conclusions were
drawn by the researcher. Change of the feedbacks into percentage was as:

1. Very True 76% - 100%

2. True 51% - 75%
3. Partly True 26% - 50%
4. Not True 0% - 25%
To analyse the data various books written by different authors such as C R
Kothari, S.P Singh, Mohan Singhal etc were consulted by the researcher.

LITERATURE REVIEW:

Till now various works have been done in the study of Human Resource Practices
in various large scale industries but no such work is been done on this field in
Century Pulp & Paper Mill, Lalkuan. Here I would like to present literature of
some of the relevant studies being done by the different researchers in the area of
Human Resource Management and the related aspects.
Chakrabarty (1978)13 in his study on “Personnel Management in Consumer
Cooperatives” observed that nepotism and favoritism are still the main hurdles in
the field of personnel management, especially in recruitment and selection.

Appa Rao (1988)14 in his study on “Personnel Management in Small Industry”

has examined the personnel management policies and practices in Indian small
scale industries and pointed out the deficiencies there in. He has suggested
measures for improving personnel management policies and practices in small
scale sector.

Roback (1989)15 has reviewed the literature in the field of human resource
management and development, with emphasis on training and evaluation, career
development systems and management, and discipline. Particular research
patterns focusing on public personnel perspectives have been emphasized and
analyzed.

Khurshid Khurana16 carried out a study on “Human Resource Development

Practices in Large Scale Industries in the Pune Metropolitan Region”. His
findings reveal that large scale industries in Pune do follow certain logical
procedures for human resource practices.

Ranga Rao (2000)17, in his article, has suggested that the success of any
organization depends on how it utilizes the resources and how effectively it
satisfies the customer requirements. He pointed out that there should be a balance
between cost and quality of the product and this can be achieved through the
effectiveness in utilization of resources and by eliminating the non-value added
activities.

Vara Prasad18 in his article on “HR Practices and Business Performance,” has
discussed that organizations can gain competitive advantage by implementing
successful HR Practices. Such practices consistently generate attentiveness on the
part of employees to attain business goals in the best possible and ethical manner.
He also stated that the use of HR practices contribute to enhance employee
commitment and is in turn linked to higher levels of productivity and quality of
services.
 CONSTRAINTS:

1. Executives and skilled as well as unskilled workers were not ready to give
the answers of questions being asked to them. They were not so
cooperative.

2. Some of the unskilled workers were not aware of the questions being
asked to them and were feeling shy to give the answers.
 HUMAN RESOURCE PLANNING IN CPP MILL, LAKUAN
Keeping in view above different components of Human Resource Planning, the
researcher has tried to focus the study regarding the Human Resource Planning in
Century Pulp and Paper Mill. The Human Resource Planning in CPP involves:

Manpower Planning where, a Parta (word taken from Marwari language) is formed according to
which further planning is done. Parta relates with planning for future manpower needs based on
location & number of the plants, its geographical conditions and technological developments. The
HR department plans future manpower needs for the next 2-3 years taking in concern the number
of vacancies to be created due to retirement, sickness, promotion or transfers of the current
employees. The company collects the information regarding the number of retirement of the
employees in a particular year in different departments and different posts. After analyzing the
information they plan for the future sources of recruitment, i.e. internal or external. And if the
vacancy is to be filled internally, how would be the recruitment of the post vacant due to the
promotion or transfer and so on.

The company also prepares the employees for succession planning i.e. preparing
an employee to take place of other in case of any emergency, retirement,
promotion or transfers. The employee is selected in advance for this task and
sometimes given the opportunity of taking charges in case of short term needs
like the employee went on leave or is sick, the other employee gets chance to
know his work and responsibility. This helps the successor to perform his job in a
most effective and efficient manner.

Some of the questions related to the Human Resource Management Practices and
Human Resource Planning were asked to the executives, skilled and unskilled
workers of CPP and with the help of feedback so received the tables were formed
as follows:

Percentage taken for the answers are as-

5. Very True 76% - 100%
6. True 51% - 75%
7. Partly True 26% - 50%
8. Not True 0% - 25%
 Table 2.3: Feedback of Executives on HR Planning in CPP

Questions Very True Partly Not

True True True
Clarity of Objectives 30% 70% Nil Nil
Clarity of Tasks 10% 90% Nil Nil
Inter-linkage with other 20% 80% Nil Nil
Departments
Organized & Qualified Staff 10% 90% Nil Nil
Identification of Manpower Needs 40% 30% 10% 20%
Attracting Qualified Employees 10% 60% 30% Nil
Same Recruitment Procedure Nil 50% 40% 10%
followed

The table above shows the feedback of executives employed in CPP. The
executives were asked whether the organizational objectives were clear to them
or not. Most of the executives gave answer as true. While 30% were fully sure
about the organizational objectives. 90% of the executives were having the clear
view about the task to be carried out to achieve organizational goals while only
10% were very clear about the tasks. Executives when asked about whether the
HR department’s performances were interlinked with the other departments or
not, the feedback showed that 80% gave answer as true while 20% were very
true. The feedback table shows that only 10% executives are of the view that HR
department is well organized and properly staffed with well qualified
professionals while 90% say that it is up to 75% true.

Questions when asked about the identification of manpower needs in the

organization only 40% were very true regarding the question while 20% were not
true also. Executives when asked whether the HR department is able to attract the
qualified employees or not only 10% gave the answer as true while maximum of
the executives i.e. 60% gave the answer as true. The answer for the question that
whether the same recruitment procedure was being followed for all levels of
organization, no answer fell in the true category. 50% gave the answer as true,
40% partly true while 10% were not true also.
Hence, through the feedback above it can be concluded that the executives in
CPP are up to 75% sure about the clarity of objectives & tasks to be performed in
the organization and so is the case with the HR department’s inter linkage with
the other department. But the executives feel that the HR department is not very
much able to attract the qualified manpower for the organization as well as the
same recruitment procedure is also not very well followed in CPP.
 Table 2.4: Feedback of Skilled Employees on HR Planning in CPP

Questions Very True Partly Not

True True True
Clarity of Objectives 80% 19% 1% Nil

Working for Welfare of Employees 74% 24% 1% 1%

Accessibility of Services 57% 39% 4% Nil

Opportunities provided to Internal 45% 34% 19% 2%

Applicants

Non biased Interview Techniques 56% 35% 9% Nil

Table 2.5: Feedback of Unskilled Employees on HR Planning in CPP

Questions Very True Partly Not

True True True
Clarity of Objectives 57% 34% 9% Nil
Working for Welfare of Employees 60% 33% 7% Nil
Accessibility of Services 47% 46% 5% Nil
Opportunities provided to Internal 39% 53% 8% Nil
Applicants
Non biased Interview Techniques 41% 49% 10% Nil

Few questions were asked to the skilled and unskilled workers of CPP regarding the clarity of objectives and
accessibility of services of HR department to the employees and from the feedback given by the employees it
was seen that skilled employees were much clear about the objectives of the organization i.e. 80% than the
unskilled ones i.e. 57% . Employees when asked about the working of HR department for the welfare of the
employees, it was observed that 74% of the skilled employees gave their answer as true while only 60% of
the unskilled workers were satisfied with the welfare facilities so received. As the feedback of services being
provided by the HR department to the employees 57% of the skilled employees were very true that the
services are accessible to them while only 5% were partly true. On the other hand only 47% of the unskilled
workers were very true about the accessibility of the services of HR department to them while 5% were partly
true.

Employees when asked, if the internal applicants were getting the equal opportunity by the HR department
for recruitment and selection, 45% or the skilled workers gave answer as very true while 2% gave the answer
as not true. On the other hand only 39% of the unskilled workers gave the answer as very true and 53% as
true. Employees were asked, if the test and interview techniques were non biased, 56% of the skilled workers
were sure that it was non biased while only 41% of the unskilled workers were sure about it.
 RECRUITMENT AND SELECTION PROCESS IN
CENTURY PULP & PAPER MILL
On the basis of the above discussed components of Recruitment, Selection &
Training process the researcher has focused the concerned study in context with
CPP, Mill. Century Pulp & Paper Mill (CPP) has a well defined and documented
recruitment policy and procedure. The person in charge of the personnel
department is responsible for the conformity of the procedures.

Figure 3.3: Recruitment & Selection Flow Chart in CPP

(Source: Century Pulp & Paper Mill, Lalkuan.)

1. Requisition:

i. Raising the requisition for required vacancy by the concerned

Department Head.

ii. Justification for the need of recruitment.

iii. Recommendation by Department Head.

iv. Endorsement of the recommendation by Head of Personnel.

v. Forwarding to Personnel Department for action.

2. Sourcing:

Figure 3.4: Sourcing in CPP

Sourcing

Internal External

1. Inter-Department Transfer 1. News Papers

2. Employee Reference 2. Placement Agency

3. Notification 3. Business Associate

4. Data Bank 4. Friends & Relatives

5. Ex-employees

3. Receipt of Bio-data:

i. Directly from the candidate.

ii. Through internal reference.

iii. Through post.

iv. Through courier.

v. Through e-mail.

vi. Through employment exchange.

4. Scrutiny and Screening of bio-data:

i. By Personnel Department for matching the notified norms.

ii. By the concerned user department for matching their job requirement
vis-à-vis the required qualification and experience.
5. Short listing for Interview:

i. Forwarding the screened bio-data for short listing by the user

department.

ii. Based on the qualification and experience vis-à-vis the job

requirement, the bio-data are shortlisted.

6. Preparation of Interview Schedule by Personnel Department:

i. Interview schedule for the shortlisted candidates are prepared in

consultation with Departmental head of the user department.

ii. The interview schedule comprises the names of the candidates, date of
interview, time of interview and place of interview.

7. Intimation of the candidates:

i. Intimation is sent in writing with details of date, time and place of

interview.

ii. In the first instance only the candidates from the local stations are
called. Thereafter the outstation candidates, if needed, are called.

iii. Reimbursement facilities for travelling expenses, as well as the mode

and class of travel are indicated in the call letter for outstation
candidates.

iv. Transit house facilities for outstation candidates are arranged for
freshening up, even for tea & breakfast, overnight stay etc.

8. Interview:

i. Types of interview-

a. Panel interview or Departmental interview.

b. One to one interview at Deptt. Head/Personnel, HR/Head/President/Sr.

President
9. Salary Negotiation:

i. Only the selected and approved candidates (by the Deptt. Head) are
called in the Personnel Department for salary negotiation.

ii. Basic criteria for Salary Fixation:

a. Qualification.

b. Year of Passing.

c. Previous experience.

d. Last drawn salary.

Comparison with existing employees in terms of qualification, year of passing,

grade and salary is made.

10. Finalization of Offer:

After the discussion on salary negotiation, proposed compensation package

is discussed with the candidate and offer is prepared and shown to the
candidates. At last, the final offer is converted into appointment.

11. Medical Check-up:

i. Before issuing appointment letter, medical check-up is essential to

ensure the physical fitness for getting employed.

ii. In case of outstation candidates, the fitness certificate is collected at

the time of joining, if it was not done during the time of interview.

iii. Validity of an appointment is subject to physical fitness (medically)

12. Appointment:
i. Preparation-
a. Based on the negotiated offer, appointment letter is prepared giving all
the details of salaries and prerequisites, terms and conditions of
service, rules and regulations of company.
b. Depending on the level, appointment letter is prepared either on
probation basis or on permanent basis.
 c. The appointment letter is then signed by the Head of Personnel &
Administration/President/Unit Head.
ii. Issue of Appointment Letter-
a. Appointment letter is issued in duplicate.
b. On the duplicate copy of appointment letter candidate’s
acknowledgement is obtained as a token of acceptance of the
employment terms.
c. Simultaneously, indication of the probable date of joining is also
obtained.

13. Joining Formalities:

Figure 3.5: Joining Formalities in CPP

Reporting at the Personnel Department

Producing Appointment Letter

Submission of Credentials

Receiving of Guidance

Filling up of the Forms

Orientation

Induction

14.

i. Employees joining from outstation:

Employees who are recruited from outstation are reimbursed

travelling expenses for joining the organization and also get
reimbursement for shifting their household goods up to one
truckload subject to the submission of the following documents-
 a. Lorry receipts and invoice/bills etc.

b. Stamped payment receipts.

ii. Reporting at the Personnel Department/Time Office.

iii. Submission of the following documents:

a. Copy of the appointment letter.

b. Copy of the release letter.

c. Copy of joining letter.

d. Coloured photos- 1 stamp size and 2 passport size.

e. Copies of educational certificates.

f. Last drawn pay slip.

g. Copy of birth certificates.

iv. Completion of following documentations:

a. Family declaration form.

b. Income tax declaration form.

c. Gratuity nomination.

d. Provident fund nomination form.

e. Employee’s Provident fund and family Pension form.

f. Superannuation, if applicable.

g. ESIC form, if applicable.

h. Medi-claim insurance form, if applicable.

v. Verification of following Documents:

a. Release letter.

b. Last drawn salary slip.

c. Educational certificate.
 d. School leaving certificate/Birth certificate.

e. Name and address of the referees.

vi. Bank Account:

Employees are required to open account with the following bank and
notify the account number of Personnel Department/time Office for
crediting the salary-

a. SBI Bank

b. Axis Bank

Company issues consolidated salary to employees’ bank account.

15. Explaining Basic Rules and Regulations for the Following:

i. Attendance System.

ii. Duty Hours.

iii. Payments of Salaries and Perquisites.

iv. Holidays and weekly off.

v. Leave and Leave Rules for availing leaves.

vi. Sports.

vii. Dispensary.

viii. Sanskrit Mandal.

ix. Consumer Stores.

x. Transport Facility.

xi. Canteen Facility.

16. Orientation: I Phase: In Personnel Department.

On the very first day the new employee is oriented in Personnel department
regarding following things:

i. Duty Timings.

ii. Punctuality.
 iii. Attendance.

iv. Leave Rules.

v. Medical Facilities.

vi. Canteen Facilities.

vii. Salary- mode and day of salary disbursement.

viii. Perquisites.

ix. Benefit and Schemes.

x. Statutory procedures such as ESI, PF, signing of necessary forms to

nominate beneficiaries etc.

II phase: At Department Level

On the second day the employee is oriented in his own department where he/she
is placed on following things:

i. The Departmental people.

ii. Immediate Superiors.

iii. Work place and sitting place.

iv. Physical facilities like chairs, tables, tools etc.

v. Nature of assignment and responsibility.

vi. Working hours, shifts etc.

vii. Area of work.

III Phase: Proposed.

A formal induction programme for six day is conducted at the end of every
quarter (the last six days of the month). All those employees who join in that
quarter are taken through this programme.

The details of the programme are chalked out by the Personnel Department in
consultation with the HRD department ten days in advance. All functional heads
of the major functions are invited at this pogramme for presentation of their
departmental activities. At the end of this induction pogramme a feedback-cum
suggestion form is distributed to the participants to invite their views and
feedback.
Some important terms and conditions in CPP:-

Categories of Appointment in CPP: Appointments of employees in CPP are

subject to suitable report and recommendation of the interview taken and also the
approval of the concerned Division head. Appointment can be categorized as
under in CPP-

1. Permanent Workers.

2. Probationary- Employees in all cadres are recruited on probation basis.

3. Trainees- Trainees are recruited as G.E.T/D.E.T subject to vacancies.

Probation Period: 6 months extendable further depending on performance and

recommendations of the concerned Department Head.

Confirmation: Conformations are done on the following basis-

1. Summary of performance reports for six months are compiled and

forwarded to Departmental/Divisional Head for necessary
recommendation.

2. Personnel Head takes the necessary action as per the recommendation.

Components of Notice Pay: Notice pay comprises of regular monthly basic

salary.

Transfer: All appointments are transferable but only at the instance of

management which can be from one department to other or from one location to
other.

Separation: Separation can be of two types-

1. By Action:

a. By Resignation.

b. By Termination.

c. By Voluntary Retirement.
 2. Automatic Separation:

a. Death.

b. Retirement.

Grounds for Termination:

1. For poor performance.
2. For misconduct namely chronic disobedience, absenteeism, negligence,
corruption, indiscipline etc.
3. For violation of company’s rules and regulations.
4. For Non-availability of job/position.
5. For medically unfit except on the account of employment injury.

Methods of Recruitment in CPP: In case of Recruitment of Workmen.

1. Vacancies up to grade 2 to be filled from casuals are among workmen’s

children and dependent of the deceased workmen.
2. For regularization of casuals, following factors are considered:
a. Seniority.

b. Qualification.

c. General Behaviour.

d. Suitability for the job.

Methods of Recruitment in CPP: In case of Recruitment of Staff.

Trainees (Freshers) are recruited through interviews at work or campus

interviews.

Experienced candidates are searched as:

1. Resumes received from data bank from Personnel Department are shot
listed by the concerned HODs & then, these short listed candidates are
called for interview.
2. On the basis of the reference received from employees, candidates may be
called for interview at works. Approved vacancies are filled up in
accordance with the recruitment policy in CPP.
(Source: Century Pulp & Paper Mill, Lalkuan.)
Training & Development in Century Pulp & Paper Mill

In Century Pulp & Paper Mill (CPP) training development activities play a
significant role. The management tries its level best in developing their people
through this tool in the most effective & efficient manner. All the training and
activities are quite exhaustive in nature and hence include carefully woven
exercises. Utmost care is taken to make the training process effective.

Steps taken in respect to training and development in CPP are as:

I Step: Identification of training needs.

The HRD Department each year at the beginning of calendar year (i.e. April to
March) sends a format having list of employees and topics/subjects to all the
HODs for identification of training needs of each employees working in their
department or section. The topics may be related to fire & safety, technical points
or some other general topics etc.

Similarly the HOD’s in consultation with shop floor in-charge and supervisors
identify the need for actual training of their employees in their respective
departments for the next year also. Once the training needs are identified, the
department sends it back to the HRD department who prepares final identification
lists. These lists are then signed by the respective department’s or section’s head.
One copy of the list remains with the concerned department and the other one is
recorded at the HRD department.

Sample of the final identification list in CPP given in Annexure 4.

II Step: Receiving and Analysing the list.

Once the training need identification lists are received from different
departments, HRD department analyses the training needs and hence finds out the
number of employees those who need training on a particular subject or topic.
Thus, number of employees needing training on particular subject or topics is
identified, so that it may become easier to prepare training programmes for
upcoming year or month.

Sample of analyses of training need in CPP given in Annexure 5.

III Step: Preparation of Annual Calendar.

After identifying the number of employees needing a specific type of training for
each subject HRD department makes a planned schedule to conduct a training
programme in the upcoming year. This schedule is known as Annual Training
Calendar which depicts the topic, duration of the training, trainer, participants
 and the month of training. The annual calendar once prepared is circulated to all
the concerned HOD’s.

Specimen of Annual Calendar in CPP as in Annexure 6.

IV Step: Preparation of monthly calendar.

After the preparation of annual calendar it is further broken into monthly training
calendar. This calendar depicts the day and date of training programme, topic,
time, name of the trainer and category of the participants. The monthly training
calendar is then circulated to HOD’s on the first or second day of the month in
order to make the trainer and department aware of the time and day of the
programme.

V Step: Inter-office memo or circular.

Though the departments are informed about the training schedules through
monthly calendars on the first day of each month but conformation or organizing
schedule programme on the fixed day, time and the place is informed to all the
departments and sections through a circular or inter-office memo 24 hrs before
the training programme. These memos and circulars are the final verdict of the
training programme, in absence of these it must be understood that no programme
will be held on the scheduled day or time.

I Step: Actual Training.

The HRD Department of CPP maintains a well equipped and big training hall
where all types of external as well as internal trainings or seminars take place.

All the essential instruments like mike, electronic media, laptop, OHP, LCD TV,
Ac etc. are available in the HRD hall. All the participants are well informed in
advance about the training programme to be present at the proper time and proper
place.

Before starting up the training programme following activities take place:

1. Providing Attendance list to the participants.

The attendance list is given to the trainees attending the training which has various categories and the trainees
are required to fill it in the following manner:-
Firstly the attendance slip has to be filled and signed by the trainees present in the ongoing training
programme. They are asked to fill their token number, name, designation, and name of the concerned
department along with their signature.
The main aim of attendance list is to register the presence of the trainee for a
specific session to avoid any future repetition. As once attended a particular
training session an individual should not go for the same unless directed by his
HOD.

The format of attendance list of participants as in Annexure 7.

2. Conducting the training Programme.

Once the attendance slips are filled up the trainer starts his training
programme with giving introduction of the subject. He provides required
training on the topic and shares his knowledge with his trainees.
Generally, the training programme remains interactive all the time and
lasts with question answer session.

3. Receiving Feedback from Trainees.

Feedback forms are distributed to the participants by the trainer, which

are designed by the HRD department. The participants have to fill up the
forms and mark the points through which they can express how they
utilized the knowledge gained from the training programme.

4. Feedback from Trainer.

The HRD department also gets the trainer’s feedback on a prescribed

form. Feedback is taken regarding the requirement of any infrastructure,
participants intellectual or any other facilities needed in such future
sessions. Suggestions are also received for making the programme more
beneficial and effective.

II Step: Evaluation of the Effectiveness of Training.

For all the training procedures in CPP the company has fixed five levels of skills.
For any employee to become the master of their jobs the concern department
identifies his employees for training till they get skill level ‘4’. Each of a new
entrant is expected to enter the organization with level ‘0’. He learns practically
about his job and acts to achieve his target. Then gradually his skill rises from 0
to 1,2,3,4.
The evaluation of effectiveness of training in CPP as in Annexure 8.

These skill levels on the feedback forms help the HRD to evaluate the trainees’
present skills. HRD collects back the feedback forms once filled from the concern
departments. These filled forms help the HRD department to analyze the data and
keep the records of effectiveness of different training programmes.

On the Job Training in CPP:

Training on the technical skills is given on the job site. Trainer is given all the
related papers of training by the HRD department and the same are received back
after the end of the month for records.

Off the Job Training in CPP:

HRD department in CPP makes arrangements for its workers and the staff to
attend the seminar or training programme organized by external agencies in
different location or cities.

Those employees who attend these training programmes after returning back
have to submit an outside training report form along with the booklet or any other
literature which they receive in seminars, to the company. Also they share their
knowledge with seniors and colleagues and tips which they noted down in the
seminars.
Types of In House Training in CPP:

In CPP, training and development programme are divided into four heads-

1. Technical- This type of training is aimed at enhancing the technical

knowledge and skill of the participants. In each training programme
participants are taught a specific skill as operational or maintenance skill
of machinery in order to acquire the required skill and awareness about a
new machine to perform the job in much better way.

2. Behavioral- This type of training provides all types of self development

programmes in which employees are made to realize their own potential
and encouraged to continuously improve them. The main focus is on
achieving a better understanding of self and others so that they behave in
a more coordinated manner and understand & accept their co-workers
amicably. This head normally includes stress management, how to control
anger, continuous improvement, communication skills etc.

3. Fire & Safety- This programme aims at knowing the importance of safety
in one’s life. Employees are encouraged to work safely. The programmes
included in this training helps the employees to take out preventions while
handling chemicals, while doing work at height or in a confined place.

4. Others- Number of miscellaneous training programmes are covered under

this head:

i. Quality Management System ISO 9001:2008.

ii. Environment Management System ISO 14001:2004.

iii. 5’S, Kaizen and Housekeeping.

iv. First Aid.

Human Resource Department Faculty Feedback Form and Outside Training Form
in CPP as in Annexure 9.
Table 3.6: Feedback of Executives on Recruitment, Selection & Training in
CPP
Questions Very True Partly Not True
True True
Use of Technological Support Nil 50% 30% 20%

Well Structured Questionnaire Nil 40% 20% 40%

Training provided to Interviewer 20% 20% 30% 30%

Non Biased tests & Interviews 10% 60% 10% 20%

Judgemental Interview Questions 10% 70% 20% Nil

Well Planned Induction program Nil 70% 30% Nil

Effective Orientation Program 10% 70% 20% Nil

Regular Assessment of Training Needs 20% 60% 20% Nil

Training Techniques up to mark 10% 50% 40% Nil

Feedback Procedures Adopted Nil 50% 50% Nil

Table 3.7: Feedback of Skilled Employees on Recruitment, Selection &

Training in CPP

Questions Very True Partly Not

True True True
Proper time Provided for Induction 42% 50% 8% Nil
Job explained during Induction 34% 46% 19% 1%
Advance Information of Training 75% 23% 1% 1%
Comfortable Training Place 76% 21% 3% Nil
Effective Teaching Mode 48% 47% 5% Nil
Enhancement of skills through Training 67% 25% 8% Nil
 Table 3.8: Feedback of Unskilled Employees on Recruitment, Selection &
Training in CPP
Questions Very True Partly Not
True True True
Proper time Provided for Induction 43% 49% 8% Nil
Job explained during Induction 29% 54% 17% Nil
Advance Information of Training 44% 49% 7% Nil
Comfortable Training Place 71% 27% 2% Nil
Effective Teaching Mode 72% 27% 1% Nil
Enhancement of skills through Training 69% 29% 2% Nil

VARIOUS MOTIVATIONAL TOOLS USED IN CPP:

After the study of different theories of various philosophers and thinkers and the
tools provided on motivation by them the various motivational tools being used
in CPP can be studied now as:

1. Employee Suggestion Scheme: The main aim of suggestion schemes used in

CPP is to utilize the talents of the employees for the development of the
organization as well as the employees. To motivate the employees for their
participation, positive attitude and thinking for the development of the
organization, scheme to award the best suggestion providers is also included
in the suggestion scheme.

Salient features of Suggestion Schemes are as-

 Responsibility of effective implementation and coordination lies with

Personnel / HRD Dept.
 30 suggestion boxes inside the plant are easily approachable and have
fixed day of opening twice (i.e. Wednesday & Saturday) every week. The
suggestion which may directly / indirectly affect the working/environment/
growth of the company and saving of Natural resources are covered under the
scheme.
  List of the suggestions are prepared and committee of four persons select
two best suggestions every week. Finally out of 8 selected suggestions
two best suggestions are awarded first and second prizes. The final
decision of the best two suggestions is taken during the HOD’s meeting,
after detailed discussion.
 Help of the suggestion provider is taken during the implementation of the
suggestion.
2. Attendance Award Scheme: To motivate the employees to give their
services regularly without any absenteeism, best attendance award is given to
the workers on the basis of the attendance during the calendar year. This
award is given to the concern workman publicly on Republic day.

3. Safety Award Scheme: To motivate employees to develop safe working

environment & safety awareness CPP has following Safety award schemes-:

 Best safety award given on the basis of Safety Committee’s Activities /

Contributing for safety awareness
 Best Housekeeping Award
 Best Safety Slogan Award
 Best Safety Poster Award
 Electrical Safety Awareness Award (Electrical Conservation Day).

These awards are given on 4th March i.e. “Safety Day Celebration”.

Appraisal, Praise or Recognition: It is the policy of CPP to promote Staff

strictly on the basis of their Performance, suitability, vacancy, merit, distinct
achievement/ distinguished contribution to the organization. The company praise
and recognize an employee for his specific achievement.

To fulfill the status need, time bound system of up-gradation of graded staff and
workmen is also in existence to motivate the employee.

4. Work Load / Incentive Scheme: To motivate employees to work more

efficiently and enthusiastically, CPP adopted Incentive scheme. Under the
scheme every employee is being paid extra money as work load allowance
along with salary / wages of the month.
Work load is calculated on the basis of production as below:
1) Month of 31 days = Total production of month = Average production
29
2) Month of 30 days = Total production of month = Average production
28
3) Month of 29 days = Total production of month = Average production
27
4) Month of 28 days = Total production of month = Average production
26

Average production per month Rate of work load payment

Above 675 MT 8/= per ton

5. Fringe Benefits and some of the Social Security Schemes also motivate the
employee to faith on the company. It increases the belongingness and the
employees work with loyalty and sincerity. These schemes fulfill the basic
needs of a person, hence plays a specific role in motivating the employees.
Existing schemes in CPP are-:

i. Medi-claim Policy

Insurance Agency; Future Generally Insurance.

Eligibility for coverage: All permanent workmen and graded staffs, their
wives and two children below 21 years of age.

Coverage: Up to 50000 in a year, once for any eligible person.

Conditions for claim: At least 24 hours hospitalization is compulsory.

 Card system is available in those hospitals which are connected with
hospital network. Where there are no such hospitals, the employee will
submit his bills to the organization. The organization will forward the
genuine bills to the Insurance Company and the Insurance Company will
pay the amount to the organization. The organization will pay to the
concern employee.

ii. Rehabilitation Fund

Fund Generation: Contribution of Rs. 25 per month per employee and the
same amount will be contributed by the organization.

Joint Committee: A joint committee consists of union representatives and

representatives from management side. Two members from each union
(i.e. 12 members) and five persons from management side.

Coverage/Eligibility: Only permanent workers, dependent wives, two

children including mother and father. Maximum age limit of son finalized
is 25 years for coverage under this fund.

Disease Covered: Only 15 diseases are covered under this scheme like
[Cancer, Angioplasty, Open heart surgery, Kidney problem, AIDS,
Hepatitis (A,B,C,D,E) Brain Operation, Lung operation, Joint
replacement, Brain tumour, Paralysis, Spinal cord operation, Rabbis,
Paresis.]

Maximum Limit for the benefit: One Lac per workman and Fifty
Thousand per dependent.

Condition: For one disease the benefit will be availed once in five years,
one can get relief for different diseases once in a year.

Procedure: First the employee submits his application for help with
supporting papers, the doctor of CPP after verifying the disease puts it
before the joint committee. After properly discussing the case, the amount
is sanctioned to the concern person.
 Mode of Payment: 50% of sanctioned amount given as an advance to start
the treatment and the rest of the amount after the completion of the
treatment.

iii. Group Personal Accident Policy

In case of accidents, whether inside or outside the plant, the affected

person is benefitted by this insurance policy.

Eligibility: Employees those who are out of ESI (Workman & Staff)

Table 4.1: Table showing Status of GPA in CPP

S. Designation Insurance Benefits

No. Workman Coverage
Treatment Medicine
expenses expenses

1 Workman to 1 Lac 1% of the insured 40% of the

Officer sum treatment amount

2 Sr.Officer to 1.5 Lac -do- -do-

Asst.Mgr

3 Dy. Mgr 2 Lac -do- -do-

4 Manager to 3 Lac -do- -do-

Sr. Mgr.

5 DGM & 5 Lacs -do- - do-

above

(Source : Century Pulp & Paper Mill, Lalkuan)

6. Quality Circles: To encourage participation of workmen in increasing

productivity the company facilitates the group of workmen i.e. Quality
circles. To motivate the QC the best performer QC is appraised and honoured
by the management. A certificate of recognition and a gift prize is given to
each group member.
7. Counseling Fee of Rs. 5000 is provided to graded staff & workers’ son for
B.E./B.Tech/I.I.T/Medical course, whosoever will beat the competition.

Table 4.2: Feedback of Executives on Motivation in CPP

Questions Very True True Partly Not True

True
Efforts made 10% 80% Nil 10%
for Retention

Motivation in Unsatisfactory Below Average Outstandin

CPP Nil Average Nil 100% g Nil

Assistance on 10% 30% 40% 20%

personal issues

Table 4.3: Feedback of Skilled Employees on Motivation in CPP

Questions Very True True Partly True Not True

Satisfactory 35% 33% 31% 1%

Incentives Provided
You Enjoy your 67% 28% 5% Nil
Work
Opportunities given 58% 36% 5% 1%
to Express Views
Weightage given to 54% 38% 6% 2%
Suggestion
Safe Working 26% 63% 11% Nil
Conditions Provided
Motivational Factors Monetary Non Both
39% Monetary 49%
12%
Motivation Rate in Unsatisfactory Below Average Outstanding
CPP 7% Average 68% 2%
23%
 Table 4.4: Feedback of Unskilled Employees on Motivation in CPP
Questions Very True True Partly Not True
True
Satisfactory Incentives 31% 58% 11% Nil
Provided
You Enjoy your Work 61% 37% 2% Nil
Opportunities given to 43% 42% 15% Nil
Express Views
Weightage given to 41% 46% 13% Nil
Suggestion
Safe Working 35% 55% 10% Nil
Conditions Provided
Motivational Factors Monetary Non Both
19% Monetary 81%
Nil
Motivation Rate in Unsatisfactory Below Average Outstanding
CPP 5% Average 58% 9%
28%
 GRIEVANCE & GRIEVANCE HANDLING PROCEDURES
IN CPP MILL, LALKUAN
Keeping in view the above discussed components of Grievance and Grievance
handling procedures the same is being discussed here by the researcher in context
with CPP mill, Lalkuan. Grievances, if faced in CPP are handled through a
proper channel which is shown through a flow chart as:

Figure 5.3: Grievance Handling Procedure in CPP

Problem

Supervisor

Superior

HOD

Personnel Department

Counselling

Written Statement

Domestic Enquiry

Legal Action

Counsellation Officer

Labour Court
The flow chart above shows that, if an employee in CPP Lalkuan faces any type
of grievance he will get it solved through a proper channel. He’ll first go to his
supervisor with his grievance and if possible the supervisor will try to solve his
problem but in the other case, if problem is not solved, the supervisor will send
the problem to his superior and through superior it will be transferred to the
HOD. If again, the problem remains unsolved, HOD will transfer the grievance to
the Personnel Department.

Once, the grievance reaches to the personnel department, both the

representatives of the trade union and employers are called together to settle
down the grievance. But if the grievance is not settled again, it is taken to the
Deputy Labour Commissioner by the trade union. The commissioner takes
written statement of both the parties and goes for domestic enquiry for taking
certain legal actions. At last the Counsellation Officer takes the grievance to
Labour Court for settlement, and the grievance changes into a dispute between
employees and company.

There are various Trade Unions in CPP Mill, Lalkuan, working for the favour of
employees which help in maintaining good and harmonious relations between
employees and employers. The different Trade Unions in CPP, Lalkuan are as:

1. Century Pulp & Paper Workers Union.

2. Century Pulp & Paper Karmchari Union.

3. Century Pulp & Paper Employees Union.

4. Century Shramik Kalyan Sangh.

5. Century Pulp & Paper Sramik Sangh.

6. Century Pulp & Paper mazdoor union.

7. Century Pulp & Paper Kamgar Union.

8. Century Pulp &Paper Staff Association.

Collective Bargaining in CPP Mill, Lalkuan

Collective Bargaining helps both the employees and employers to reach an

agreement to regulate the terms and conditions of employment. Both the
representatives of employers and employees (leaders of Trade Unions) they make
joint decisions regarding these terms and conditions. Similarly a Tri-annual
agreement between Trade Unions and Management on demand charter of trade
unions (for the welfare and up-liftment of the mazdoors/employees of the
organization) is being made. Last agreement was effective upto 31st Jan.2012.

In the month of January12 trade unions in CPP submitted the demand charter to
the management. After long discussions / negotiations both the parties reached to
a mutual consent on the issues raised by Unions and a settlement for registration
was submitted at DLC office under Industrial Dispute Act which is enforced from
1. Feb.2012 to 31. Jan 2015.

Disputes in CPP Mill, Lalkuan

The last major dispute in CPP arose due to the reduction in bonus percentage
which resulted due the economic crisis faced by the company at that time. The
labour union started to go slow and refused to work overtime, hence the
production got hampered and thus the losses increased. The management took
hard decision to lock out the mill against the illegal strike and go slow tactics of
the workers. The mill remained under lockout for 65 days. During this period
meetings, discussions & negotiations at different levels took place and finally it
was agreed to start the mill under the jurisdiction of the court in this matter. The
workmen were given 8.33% bonus and one month salary/wages as an advance to
meet out their burning problems. Since, 1998 till now no such Industrial dispute
has arose in CPP.
 Table 5.1: Feedback of Executives on Grievance & Grievance
Handling in CPP

Questions Very True True Partly Not True

True
Effective 10% 50% 20% 20%
Communication
Procedure

Higher Grievance Nil 20% 80% Nil

Frequency

Formal Channel for Nil 50% 30% 20%

Grievance
Redressal

Causes of Work Work Salary Supervision

Grievance Group Environment 10% 20%
40% 30%

Proper record 20% 30% 20% 30%

maintenance of
Grievance

Executives when questioned on the topics related to Grievance and Grievance

Handling procedures in CPP, the feedback were as: When they were asked
whether the communication process is effective in CPP or not 10% were very
true while 50% were true and 20% answered as not true. When they were asked
how often they face grievance in CPP, 80% gave answer as partly true. And when
the reason for grievances was asked 40% said the cause was related to work
group, 30% related to work environment, 10% salary and 20% supervision. Then
executives were questioned that whether any formal channel is being set up in the
organization or not along with the proper maintenance of the record of these
grievances, 50% executives said that it was true that formal grievance redressal
channel is present while 20% were very true and 30% true for the proper
maintenance of the grievance records.
 Table 5.2: Feedback of Skilled Employees on Grievance & Grievance
Handling in CPP

Questions Very True Partly Not True

True True
Satisfaction with 14% 51% 33% 2%
Recent Appraisals
Awareness of 44% 37% 10% 9%
Grievance Redressal
Committee
Causes of Grievance Work Work Salary Supervision
Group Environmen 56% 14%
13% t 17%
Satisfaction with 28% 48% 20% 4%
Grievance Redressal
System

Table 5.3: Feedback of Unskilled Employees on Grievance & Grievance

Handling in CPP

Questions Very True Partly Not True

True True
Satisfaction with 6% 74% 20% Nil
Recent Appraisals
Awareness of 25% 48% 26% 1%
Grievance Redressal
Committee
Causes of Grievance Work Work Salary Supervision
Group Environment 58% 24%
11% 7%
Satisfaction with 12% 53% 35% Nil
Grievance Redressal
System
Chapter 7

CONCLUSION

Human Resource Management is the most vital need of every organization.

Every organization whether profit earning or non-profit earning, large scale or
small scale need a proper human resource management to achieve their
predetermined objectives. In India there are various large scale, medium scale
and small scale industries which mostly have their well defined human resource
department to manage their most important factor of production i.e. human. HRM
includes various managerial and operative functions, which when properly
handled leads the organization towards prosperity. In the earlier chapters of the
thesis, researcher looked upon these functions of HRM minutely in accordance to
the general theory as well as to the HRM being practiced in Century Pulp &
Paper Mill Lalkuan, a well known large scale industry of Uttarakhand which was
set up in the year 1984 manufacturing bagasse based paper used throughout the
country. While going through the research in CPP it was found that out of the
total working force in CPP some are categorized as skilled or permanent workers
while other come under the category of unskilled or contract workers, appointed
through different contractors.

The main purpose of this study is to find out the HRM practices being followed
in CPP and the various problems and difficulties being faced by the workers due
to these practices. For this the researcher used primary data which were collected
through questionnaires cum schedules and while collection of the data researcher
faced few constraints also, as the workers skilled as well as unskilled were not
ready to answer the question being presented to them. The total workforce in CPP
is approx 2919 out of which some workers are skilled and permanent ones while
some are unskilled, appointed by the different contractors. The HR Department of
CPP is being divided into different departments according to their activities such
as Training & Development, Quality Circle, Safety etc.

The primary function of HRM is human resource planning which is also known
as a forward looking function as it consists of estimation of manpower
requirements of an enterprise. HR planning is neither static nor rigid as every
organization has its own manpower requirement and its own way to fulfill that
 requirement. Various methods and techniques are used in forecasting the demand
and supply of manpower resource and so is done in CPP. Combination of various
such methods and techniques are used in CPP. While going through the feedback
of the workers in CPP it was found that the executive class of CPP is well aware
of the of the different departments of CPP along with their inter linkage while on
the other hand workers specially unskilled workers are not very clear about the
tasks and objectives of CPP. They feel that the HR Department is not providing
them the welfare services more effectively and if any such service is provided to
them it is not easily accessible to the unskilled workers in comparison to the
skilled ones. Even the workers feel that the internal applicants are not provided
with good opportunities for recruitment and selection process in comparison to
the external applicants. Unskilled workers even feel that the test and interview
techniques are more biased than the skilled ones.

After Human Resource Planning the next function of HRM is Recruitment,

Selection and Training which are the integral part of HRM. Recruitment is the
process of finding and then attracting the most capable applicant for the required
vacancy. There are different sources of recruitment which are divided into two
parts i.e. internal source and external source. It depends on the organization that
which source is being used by them. Selection is also known as negative function
as it includes rejection. The capable applicants are retained in the organization
while the incapable ones are rejected. Once the selection process is completed the
selected applicants are provided with the proper training in order to increase their
knowledge and skill in performing a particular task. CPP also has its well defined
and documented recruitment and selection policy and procedure which include
various steps. But while going through the questions being put up by the
researcher regarding the recruitment, selection and training procedure being
followed in CPP, the researcher found that the executives are satisfied with the
recruitment & selection procedure being followed in the organization while on
the other hand both the skilled as well as unskilled workers have same view on
this procedure only the unskilled workers are not satisfied with the job
explanation to them during the time of induction and the information being
provided to them for the upcoming training session.
After going through the various functions of HRM in CPP and the feedback of workers and
executives the researcher found the reason for various problems and difficulties being faced
by the workers in CPP. The main problem and difficulties are being faced by the unskilled or
the contract workers in CPP in comparison to the skilled ones. Basically the problems faced by
the unskilled workers are related with health, their wages, safety needs, social security, housing,
education of their wards medical needs etc.
 112

The unskilled workers fall under the unorganized sector and that’s why they are
not able to present their grievances before a suitable authority. Even in case of
any injustice or misbehave by the contractor or contractor’s supervisor they only
suffer the loss. They are deprived from the various benefits which an employee
must get from his job. Even their jobs are also not secured.

Suggestions: Researcher when asked a general question to employees i.e.

“Towards which area, HR and organization needs to work according to you?”
Through the feedback of various employees various suggestions can be given by
the researcher to the HR Department in CPP as:
1. Continues health awareness camp must be organized for the internal and external people
associated with CPP.
2. security rules must be followed adherely within the organisation by the permanent as well as
contractual worker. More concerned is given towards the uneducated associated with the CPP
production process.

3. CPP has to allow outsiders for the internship process and tackle the issues of IR, they can
make a right ratio to make such requirement, where 80% reservation for the internal
recommendation and 20% for outsiders applying for the internship.

4. CPP used traditional mode of recruitment by which they introduce offline forms. In my
opinion to get the better human assets they can use inline as well as offline mode of applying
for the vacant job positions.

5. To maintain good security in CPP the security person has to ensure that everyone entering in
CPP must cross the metal detector in the main gate for the security concern .

6. .Books are the source of the knowledge but not allowing everyone to read the book is the
main drawback of CPP , only giving the asset to permanent employees is not a good idea. To
avoid such issues they have to delicate their rules and regulation & allow everyone to assess the
book in the libraries.

7.Internship means giving practical knowledge to the students about industrial workplace but
nowadays internship means only spending 45 days with the organization without interacting with
the real workplace within the organization. Industries nowadays treat internship as a formality
because of CSR obligations.

Conclusion:

India is one of the growing country where the number of students completed graduation is higher in
comparison to other countries the education system in india is only focusing on the theoretical
knowledge but not giving the asset to the student to get practical knowledge while working with
the org . many HR working in higher position in company thought that the practical knowledge is
must or to get specialized or to get a job. For MBA curriculum only 45 days is not enough to
understand how an industry is actually working in the changing environment , where industries
providing internship to the students to fulfilling their shot term goal and not allowing students to
learn from them.
 113

BIBLIOGRAPHY

1. Government of India. (1969). Report of the National Commission of Labour.

Ministry of Labour, Employment and Rehabilitation. New Delhi.

2. Peter F. Drucker. (1954). The Practice of Management. Haper & Row. New
York.

3. Rao. VSP. (2000). Human Resource Management(Text and Cases). Excel

Books. New Delhi.

4. Report of the National Commission on Labour. (1969).

5. Section 2(a) of the Industrial Disputes Act, 1947.

6. Section 2(h) of the Trade Unions Act, 1926.

7. Section 2(i) of the Industrial Disputes Act, 1947.

8. http://highered.mcgraw-
hill.com/sites/dl/free/0070951772/846002/Bulmash_SampleChapter2.pdf.

9. http://hrmba.blogspot.in/2009/10/human-resource-forecasting.html.
10. http://www.indiainfoline.com/Markets/Company/Fundamentals/Directors
-Report/Steel-Authority-of-India-Ltd/500113.

11. http://www.mbaknol.com/management-concepts/theories-of-motivation-
mcclelland%E2%80%99s-three-need-model/.

12. http://www.managementstudyguide.com/herzbergs-theory-
motivation.htm.

13. http://www.scribd.com/doc/23267475/Principles-of-Management-and-
Organisation-Behaviour.

14. http://www.scribd.com/doc/30457447/Principles-of-Management-
Lecture-Notes-for-MBA.

15. http://www.scribd.com/doc/47902364/HR-Practices-in-Manufacturing-
Industry.
16. http://www.referenceforbusiness.com/management/Str-Ti/Theory-X-and-
Theory-Y.html#b#ixzz2HZaBs5IW.
17. http://www.valuebasedmanagement.net/methods_alderfer_erg_theory.htm l.
 114

18. http://en.wikipedia.org/wiki/Empowerment.
19. http://dictionary.reference.com/browse/gherao.
20. http://www.legalserviceindia.com/articles/ind_dis.htm.
21. http://www.labour.nic.in/content/division/social-security.php
22. http://www.ilo.org/dyn/normlex/en/f?p=NORMLEXPUB:12100:0::NO::P
12100_INSTRUMENT_ID:312453
23. http://www.nacib.in/pdf/Labour%20Act.pdf
24. http://www.egyankosh.ac.in/bitstream/123456789/35578/1/Unit-3.pdf. P-
36.
25. http://www.whatishumanresource.com/hr-supply-forecasting. P-35.
 115

ANNEXURE 1
(Source: Century Pulp & Paper Mill, Lalkuan)

ORGANIZATIONA HIERARCHY OF CENTURY PULP & PAPER MILL

(Designation Wise)

Joint President (Works)

Sr. V.P. / Chief Engineer

Vice President

Sr. G.M. (S)

G.M. (S)

D.G.M. (S)

Sr. Manager (S)

Manager (S)

Dy. Manager (S)

Sr. Superintendent (S)

 116

Superintendent (S)

Officer (S)

Graded Staff

HIERARCHY PERSONNEL & ADMINISTRATION OF CENTURY PULP

& PAPER MILL
(Designation Wise)

Vice President

G.M. (Medical)

D.G.M. (P & IR)

Sr. Manager

Manager(S)

Dy. Manager (S)

Sr. Superintendent

Superintendent

Officer
 117

ANNEXURE 3

Qualification and experience for each position in CPP

S. Position/Title Minimum Qualification Years of

No. Experience
1 Officer Graduate Engineer 2 Years
University Diploma in Pulp & Paper 4 Years
Technology/Process
Instt./Mech./Elect./Civil
Polytechnic Diploma 6 Years
M.S.W. 2 Years
2 Supdt. CA / MBA --
Graduate Engineer 8 Years
University Diploma in Pulp & Paper 10 Years
Technology/Process
Instt./Mech./Elect./Civil
Polytechnic Diploma 12 Years
3 Sr. Supdt. CA 3 Years
Graduate Engineer 10 Years
University Diploma in Pulp & Paper 12 Years
Technology/Process
Instt./Mech./Elect./Civil
Polytechnic Diploma 15 Years
4 Dy. Manager CA 5 Years
Graduate Engineer 12 Years
University Diploma in Pulp & Paper 14 Years
Technology/Process
Instt./Mech./Elect./Civil
MBA/M.S.W./PG Diploma in 8-10 Years
Personnel Management/HRM
5 Manager CA 7 Years
Graduate Engineer 12-14 Years
University Diploma in Pulp & Paper 14-16 Years
Technology/Process
Instt./Mech./Elect./Civil
MBA/M.S.W./PG Diploma in 10-12
Personnel Management/HRM Years
 118

6 Dy. General CA 9 Years

Manager Graduate Engineer 14-16 Years
University Diploma in Pulp & Paper 16-18 Years
Technology/Process
Instt./Mech./Elect./Civil
MBA/M.S.W./PG Diploma in 14-16
Personnel Management/HRM Years
7 GM/ Sr. GM/ CA 15 Years
VP/ Sr. VP Graduate Engineer 16-18 Years
University Diploma in Pulp & Paper 18-20 Years
Technology/Process
Instt./Mech./Elect./Civil
MBA/M.S.W./PG Diploma in 18-20
Personnel Management/HRM Years

(Source: Century Pulp & Paper Mill, Lalkuan)

 119

Annexure 4

The sample of the final identification list in CPP

E. Name Qualification Exp. Skill Training Training Code

Code of (Prior to Level Type & Name
Employee CPP)
S1222 Mithilesh 0 2 BEHEVI BOOI
Kumar BEHAVIOURAL
SKILL
2 F&S F004 UNSAFE
CONDITIONS &
ACTS
2 F&S F007 SAFETY
RELATED
RULES & ACTS
3 TECHNI FCO1
EVAPORATOR
OPERATION
AND ROLE OF
PUMPS
S1296 Rajender Dip. Chem. 0 3 BEHEVI BOOI
Kumar Engg. Sp. in BEHAVIOURAL
Pulp & Paper SKILL
2 F&S F007 SAFETY
RELATED
RULES & ACTS
2 OTHERS 0004 ACCIDENT
& FIRST AID
3 TECHNI PC02
CHEMICAL
RECOVERY
BOILER
OPERATION

(Source: Century Pulp & Paper Mill, Lalkuan)

 120

Annexure 5
Sample of analyses of training need in CPP

S. No. Department Staff Worker Total

1 RGP Process 4 10 14
2 RGP Maintenance 2 8 10
3 WPP Process 5 25 30
4 WPP Maintenance 3 18 21
5 Recovery Process 6 28 34
6 Recovery Maintenance 2 20 22
7 Power House 4 22 26
TOTAL 26 131 137

(Source: Century Pulp & Paper Mill, Lalkuan)

Annexure 8
For Sectional Head & HOD:

EFFECTIVENESS OF TRAINING

RATING OBSERVATION
4 Understood concept and can very well explain as well as show
practically.
Has the ability of being a good trainer.
3 Understood concept and can show practically.
2 Understood concept and can very well explain.
1 Understood concept but is not in a position to explain.
0 Did not understood at all.
 170

TO: HRD DEPTT.

E.C.NO./T.No. Name Previous Skill HODs Rating

Level (0,1,2,3,4)

(Signature of concerned Sectional Head) (Signature of HOD)

DOC.NO. TRG-F13, Issue NO. 02

(Source: Century Pulp & Paper Mill, Lalkuan)

 171

Annexure 9
CENTURY PULP AND PAPER MILL, LALKUAN
HUMAN RESOURCE DEVELOPMENT DEPARTMENT
FACULTY FEEDBACK FORM

TO: HUMAN RESOURCE DEVELOPMENT DEPARTMENT

FACULTY CODE:

FROM:
EMPLOYEE CODE:

COURSE CODE:

--------------------------------------------------------------------------------------------------

PROGRAMME DETAILS

COURSE TITLE:
DATE: FROM: TO:
DURATION:

--------------------------------------------------------------------------------------------------

KINDLY GIVE YOUR COMMENTS ON THE FOLLOWING:

a) EXISTING COURSE CONTENTS:

b) NUMBER OF PARTICIPANTS:
c) INVOLVEMENT OF PARTICIPANTS:
d) INTELLECTUAL LEVEL OF THE GROUP:
e) REFLECTION OF THE WORK CULTURE:
f) PHYSICAL ARRANGEMENTS:
g) WOULD YOU BE INTERESTED IN TAKING : (YES/NO)

THE SAME COURSE IN FUTURE

h) WOULD YOU BE INTERESTED IN TAKING : (YES/NO)

ANY OTHER COURSE IN FUTURE

--------------------------------------------------------------------------------------------------

COMMENTS & SUGGESTIONS ON ANY OTHER ASPECTS OF THE

COURSE:
 172

DATE: SIGNATURE OF
TRAINER

--------------------------------------------------------------------------------------------------

COMMENTS OF THE HEAD (HRD) & FOLLOW UP ACTION:

DATE: SIGNATURE OF HEAD (HRD)

--------------------------------------------------------------------------------------------------

DOC NO. TRG-F-10, ISSUE NO.03

CENTURY PULP AND PAPER MILL, LALKUAN

HUMAN RESOURCE DEVELOPMENT DEPARTMENT
OUTSIDE TRAINING

DATE:

NAME E.CODE/T.No.

DESIGNATION DEPTT.

1. TRAINING SUBJECT

2. IMPARTED BY / ORGANISED BY
3. VENUE
4. DURATION OF THE PRORAMME
5. COST TO COMPANY

a. Course Fees
b. Other Expenses
(T.A., D.A. Conveyance etc.)

6. THE MAIN POINTS/CONTENTS OF THE TRAINING PROGRAMME

(Please Specify)

7. WHAT ALL YOU ACTUALLY LEARNED FROM THIS TRAINING

PROGRAMME?
 173

8. HOW WILL YOU APPLY THE KNOWLEDGE GAINED? (ACTION

PLAN)

9. DO YOU RECOMMEND THIS PROGRAMME FOR OTHERS? WHY?

10. HAVE YOU SUBMOTTED HANDOUTS/STUDY MATERIALS

PROVIDED DURING TRAINING PROGRAMME TO HRD
DEPARTMENT FOR INCULSION IN HRD LIBRARY?

(SIGNATURE OF PARTICIPANT) (SIGNATURE OF DEPPT.

HEAD)
DOC.NO. TRG-F-08, ISSUE NO.02

(Source: Century Pulp & Paper Mill, Lalkuan)

 174

Questionnaire for the Executives of Century Pulp &

Paper Mill (CPP).

Name: Age: Gender:

Designation: Work tenure in CPP:

1. Are the organizational objectives clear to you?

a) Very true b) True c) Partly true d) Not true.
2. Are you clear about the tasks to be carried out to achieve organizational
goal?
a) Very true b) True c) Partly true d) Not true
3. Is the HR department’s performances interlinked with other departments?
a) Very true b) True c) Partly true d) Not true

4. Is the HR department well organized and properly staffed with qualified

professionals?
a) Very true b) True c) Partly true d) Not true

5. Is the need for manpower identified before recruitment process in your

organization?
a) Very true b) True c) Partly true d) Not true

6. Is the HR department able to attract qualified employees?

a) Very true b) True c) Partly true d) Not true

7. Is the same recruitment procedure followed for all levels of the

organization?
a) Very true b) True c) Partly true d) Not true

8. Which method for recruitment is carried out in your company?

a) Internal b) External c) Both.

9. Do the company take any technological support for recruitment process

like telephone, video conferencing etc.
a) Very true b) True c) Partly true d) Not true

10. Is there a well structured questionnaire for the interview process?

a) Very true b) True c) Partly true d) Not true

11. Is interviewer given training in interviewing and other techniques before

interview?
a) Very true b) True c) Partly true d) Not true

12. Are the tests and interviews non-biased?

a) Very true b) True c) Partly true d) Not true
 175

13. Are the questions asked by the interviewer well enough to judge a
candidate’s knowledge and skill?
a) Very true b) True c) Partly true d) Not true

14. Is the induction program well planned and important for the
organization?
a) Very true b) True c) Partly true d) Not true

15. Does the HR department spend time with the new employee during his
induction period?
a) Very true b) True c) Partly true d) Not true

16. Are the training needs regularly assessed by the company?

a) Very true b) True c) Partly true d) Not true

17. Are the training techniques used, up to mark?

a) Very true b) True c) Partly true d) Not true

18. Is there any feedback procedure adopted after the training session by the
HR department?
a) Very true b) True c) Partly true d) Not true

19. Do you think your department makes necessary efforts to retain qualified
employees?
a) Very true b) True c) Partly true d) Not true

20. How would you rate employee’s motivation of CPP?

a) Unsatisfactory b) Below Average
c) Average d) Outstanding.

21. Is the company having any policy to assist employees on personnel

issues that may affect their performance at work?
a) Very true b) True c) Partly true d) Not true

22. Is the communication procedure of the HR department effective?

a) Very true b) True c) Partly true d) Not true

23. How often you face grievance in your company?

a) Very true b) True c) Partly true d) Not true

24. Is there any formal channel to redress grievance in the company?

a) Very true b) True c) Partly true d) Not true

25. Most of the grievance are related to:

a) Work group b) Work environment
c) Salary d) Supervision
26. Is there a proper procedure to record maintenance on each grievance?
a) Very true b) True c) Partly true d) Not true
 176

Questionnaire for the Unskilled Employees of Century Pulp &

Paper Mill (CPP).

Name: Age: Gender:

Work tenure in CPP:

1. Are the organizational objectives clear to you?

a) Very true b) True c) Partly true d) Not true

2. Is the HR department working effectively for the welfare of employees?

a) Very true b) True c) Partly true d) Not true

3. Are the services provided by HR department effectively and easily

accessible to all the employees?
a) Very true b) True c) Partly true d) Not true

4. Are the internal applicants given equal opportunity by the HR department

for recruitment and selection?
a) Very true b) True c) Partly true d) Not true

5. Are the tests and interview techniques non-biased?

a) Very true b) True c) Partly true d) Not true

6. Is the time provided for induction program sufficient and useful for new
employees?
a) Very true b) True c) Partly true d) Not true.

7. Is the job of new employees explained to him clearly during his

induction?
a) Very true b) True c) Partly true d) Not true

8. Are you well informed in advance about the training schedules and topics
by the HR department?
a) Very true b) True c) Partly true d) Not true

9. Is the place where training is conducted comfortable?

a) Very true b) True c) Partly true d) Not true

10. Is the mode of teaching effective during training session?

a) Very true b) True c) Partly true d) Not true

11. Do you think that training enhances your skills and hence improves the
quality of your work?
a) Very true b) True c) Partly true d) Not true
 177

12. Are you satisfied with the incentives provided by the company?
a) Very true b) True c) Partly true d) Not true

13. Do you enjoy going to work daily and performing at your best?
a) Very true b) True c) Partly true d) Not true

14. Are you provided with the opportunities to express your ideas to upper
management?
a) Very true b) True c) Partly true d) Not true

15. Does your superior listens to your concerns and support your
suggestions?
a) Very true b) True c) Partly true d) Not true

16. Do you think that you work in a safe, healthy and comfortable
environment?
a) Very true b) True c) Partly true d) Not true

17. What factor motivates you the most:

a) Monetary b) Non-Monetary c) Both.
18. How would you rate employee motivation in CPP?
a) Very true b) True c) Partly true d) Not true

19. Are you satisfied with your recent appraisals?

a) Very true b) True c) Partly true d) Not true

20. Are you aware of the committees in your organization that redress
grievance?
a) Very true b) True c) Partly true d) Not true

21. Most of your grievance are related to:

a) Work group b) Work environment
c) Salary d) Supervision
22. Are you satisfied with the current grievance settlement system of CPP?
a) Very true b) True c) Partly true d) Not true

23. Towards which area, HR and organizational needs to work on according

to you? (Answer in 30 words)
a) Salary/Wages b) Employees Work c) Housing Facilities
d) Social Security e) Medical Facilities f) Labour Welfare
g) Working Conditions
 178

Questionnaire for the Skilled Employees of Century Pulp & Paper Mill
(CPP).

Name: Age: Gender:

Work tenure in CPP:

1. Are the organizational objectives clear to you?

a) Very true b) True c) Partly true d) Not true

2. Is the HR department working effectively for the welfare of employees?

a) Very true b) True c) Partly true d) Not true

3. Are the services provided by HR department effectively and easily

accessible to all the employees?
a) Very true b) True c) Partly true d) Not true

4. Are the internal applicants given equal opportunity by the HR department

for recruitment and selection?
a) Very true b) True c) Partly true d) Not true

5. Are the tests and interview techniques non-biased?

a) Very true b) True c) Partly true d) Not true

6. Is the time provided for induction program sufficient and useful for new
employees?

a) Very true b) True c) Partly true d) Not true

7 Is the job of new employees explained to him clearly during his

induction?

a) Very true b) True c) Partly true d) Not true

8. Are you well informed in advance about the training schedules and topics
by the HR department?
a) Very true b) True c) Partly true d) Not true

9. Is the place where training is conducted comfortable?

a) Very true b) True c) Partly true d) Not true

10. Is the mode of teaching effective during training session?

a) Very true b) True c) Partly true d) Not true

11. Do you think that training enhances your skills and hence improves the
quality of your work?
 179

a) Very true b) True c) Partly true d) Not true

12. Are you satisfied with the incentives provided by the company?
a) Very true b) True c) Partly true d) Not true

13. Do you enjoy going to work daily and performing at your best?
a) Very true b) True c) Partly true d) Not true

14. Are you provided with the opportunities to express your ideas to upper
management?
a) Very true b) True c) Partly true d) Not true

15. Does your superior listens to your concerns and support your
suggestions?
a) Very true b) True c) Partly true d) Not true

16. Do you think that you work in a safe, healthy and comfortable
environment?
a) Very true b) True c) Partly true d) Not true

17. What factor motivates you the most:

a) Monetary b) Non-Monetary c) Both.
18. How would you rate employee motivation in CPP?
a) Very true b) True c) Partly true d) Not true

19. Are you satisfied with your recent appraisals?

a) Very true b) True c) Partly true d) Not true

20. Are you aware of the committees in your organization that redress
grievance?
a) Very true b) True c) Partly true d) Not true

21. Most of your grievance are related to:

a) Work group b) Work environment
c) Salary d) Supervision
22. Are you satisfied with the current grievance settlement system of CPP?
a) Very true b) True c) Partly true d) Not true

23. Towards which area, HR and organizational needs to work on according

to you? (Answer in 30 words)
a) Salary/Wages b) Employees Work c) Housing Facilities
d) Social Security e) Medical Facilities f) Labour Welfare
g) Working Conditions