Summer Training Report

on
‘‘PROMOTION OF EMPLOYEES’’ OF
ESCORTS AGRI MACHINERY GROUP
Submitted in partial fulfillment of requirement for the award of
degree of

MASTER OF BUSINESS ADMINISTRATION

(HUMAN RESOURCE)

Submitted By

ANKITA SHARMA
ROLL NO- MBA-2K11- 675

YMCA UNIVERSITY OF SCIENCE AND TECHNOLOGY

 INDEX

SR. NO. TOPICS

CHAPTER 1 COMPANY PROFILE

 Company information
 Introduction
 Background
 Technologies
 International subsidiaries
 Functional excellence
 A profile

CHAPTER 2 REVIEW OF LITERATURE

 Promotion
 Purpose of Promotion
 Types of Promotion
 Elements of Promotion Policy
 Requirement of Sound Promotion Policy
 Promotion system
 Seniority versus merit
 Seniority system
 Promotion in India
 Promotion policy
 Scope
  Objectives
 Promotion rules
 Seniority
 Maximum qualifying period
 Effects of penalty or post

CHAPTER 3 RESEARCH METHODOLOGY

 Objective of Study
 Scope of Study
 Research Methodology
 Limitations of Study

CHAPTER 4 DATA ANALYSIS & FINDINGS OF THE STUDY

CHAPTER 5 CONCLUSION & SUGGESTIONS

 Conclusion Of Study
 Suggestion & Recommendations

CHAPTER 6 ANNEXURE
 Questionnaire
 Bibliography
 DECLARATION

The summer training report on ‘PROMOTION OF EMPLOYEES’

in escorts agri machinery group is the original work done by me.
Use of this report without prior permission will be considered
illegal and actionable.

ANKITA SHARMA
MBA-675-2K11
 PREFACE

A well planned, property executed and evaluated industrial training helps a

lot in inculcating good work culture. It provides linkage between the student
and industry in order to develop the awareness of Industrial approach to
problem – solving based on broad understanding of the plant, machinery
process and mode of operation of industrial organization.

My project titled “To Study the promotion of Employees” has

enabled me to have a broader knowledge about the promotion given to
employees in the ESCORTS AGRI MACHINERY GROUP. Basically, it
has given me the opportunity to have a detailed study about the existing
systems and practices of the promotion facilities given to the employees.

This promotion has also provided me an opportunity to gain

practical experiences, which have increased my sphere of knowledge to
great extent. It has also given me an opportunity to Benchmark the
Employee promotion Facilities with other group Division of ESCORTS
AGRI MACHINERY GROUP.

I have tried to summarize all my observations, experience and the

knowledge acquired in this project report.

ACKNOWLEDGEMENT
I gratefully acknowledge my indebtedness to Mr. BIPAN SHARMA (Chief
Manager, IR & Personnel-CHD) of ESCORTS AGRI MACHINERY
GROUP, Faridabad for his kind support .

I also take this opportunity to express my gratitude to my project guide Mr.

BIPAN SHARMA (Chief Manager, IR & Personnel-CHD) and their
subordinate personnel of ESCORTS Faridabad who have helped me for
completing this project. They were a constant source of motivation
throughout my summer training.

In the end I would like to express my deepest gratitude to the ESCORTS

AGRI MACHINERY GROUP for providing me with this brilliant
opportunity to understand the working of an industry.

However, I accept sole responsibility of any possible errors.

ANKITA SHARMA
 COMPANY

PROFILE
 COMPANY INFORMATION

THE SYMBOL OF ESCORTS

Escorts symbol hold more than meets the eye graphically. It has been prepared with
certain objective in mind and symbolic in more than one way.
The philosophy behind ESCORTS and ESCORTS symbol is an enterprise.
The hexagon is a symbol of precision when interpreted as a nut; it symbolizes
craftsmanship and unending productivity. The spanner superimposed the hexagon
represent the work and the people of ESCORTS. This forms the letter ‘E’ the letter
ESCORTS an ever on the move changing invading the future.

E- ENSURE INBUILT QUALITY

S- SAVING ENERGY
C-CALTIVATE SAVE HABITS
O- OBSERVE PROCESS NORMS
R- REDUSE WASTAGE
T- TAKE CARE OF MACHINE
S- STRIVE FOR EXCELLENCE

They hopes, aspirations, team work and sense of communication help ESCORTS to
achieve what it is today, a good reason to work harder or a still better tomorrow.

INTRODUCTION
At Escorts Construction Equipment Limited, we have defined the evolution of India's
Construction Equipment Industry over the past 36 years. When Necessary, even entered
into partnerships with global technology leaders.

In 1971, we introduced Pick n Carry Hydraulic Cranes Mobile Cranes. We Continue to

be the World's No.1 manufacturer of this Product.

 
ESCORTS has Successfully pioneered the concept of Backhoe Loaders in the late 70's.

The World Class range of Vibratory Compactors that escorts first Introduced in the late
80's are today reputed to provide the most effective compaction solutions to the industry.

Our Innovation Continued... Excavators , amongst the world's most advanced, that
revolutionized earth moving technology in India in the 90's.

Forklift Trucks that are today the preferred choice of the quality conscious users.

In the new millenium, we presented a contemporary range of equipment- Articulated

Boom Crane, Tower Crane, Crawler Crane & Power & Telecom utility material from the
world leaders.

We defined customer support by setting up the first pan india dealership network which
has now strengthened to 80 plus strategic locations covering length & breadth of the
country.
The Escorts Group, is among India's leading engineering conglomerates operating
in the high growth sectors of agri-machinery, construction & material handling
equipment, railway equipment and auto components.

Having pioneered farm mechanization in the country, Escorts

has played a pivotal role in the agricultural growth of India for over five decades. One of
the leading tractor manufacturers of the country, Escorts offers a comprehensive range of
tractors, more than 45 variants starting from 25 to 80 HP. Escort, Farmtrac and Powertrac
are the widely accepted and preferred brands of tractors from the house of Escorts. 

A leading material handling and construction equipment manufacturer, we manufacture

and market a diverse range of equipment like cranes, loaders, vibratory rollers and
forklifts. Escorts today is the world's largest Pick 'n' Carry Hydraulic Mobile Crane
manufacturer. 

Escorts has been a major player in the railway equipment business in India for nearly five
decades. Our product offering includes brakes, couplers, shock absorbers, rail fastening
systems, composite brake blocks and vulcanized rubber parts. 

In the auto components segment, Escorts is a leading manufacturer of auto suspension

products including shock absorbers and telescopic front forks. Over the years, with
continuous development and improvement in manufacturing technology and design, new
reliable products have been introduced. 

PERFORMANCE = ABILITY * EFFICIENCY

Throughout the evolution of Escorts, technology has always been its greatest ally for
growth. In the over six decades of our inception, Escorts has been much more than just
being one of India's largest engineering companies. It has been a harbinger of new
technology, a prime mover on the industrial front, at every stage introducing products and
technologies that helped take the country forward in key growth areas. Over a
million tractors and over 16,000 construction and material handling equipment that have
rolled out from the facilities of Escorts, complemented by a highly satisfied customer
base, are testimony to the manufacturing excellence of Escorts. Following the globally
accepted best manufacturing practices with relentless focus on research and development,
Escorts is today in the league of premier corporate.  
Technological and business collaboration with world leaders over the years, Globally
competitive indigenous engineering capabilities, over 1600 sales and service outlets and
footprints in over 40 countries have been instrumental in making Escorts the Indian
multinational. At a time when the world is looking at India as an outsourcing destination,
Escorts is rightly placed to be the dependable outsourcing partner of world's leading
engineering corporations looking at outsourcing manufacture of engines, transmissions,
gears, hydraulics, implements and attachments to tractors, and shock absorbers for heavy
trailers. 

In today's Global Market Place, Escorts is fast on the path of an internal transformation,
which will help it to be a key driver of manufacturing excellence in the global arena. For
this we are going beyond just adhering to prevailing norms, we are setting our own
standards and relentlessly pursuing them to achieve our desired benchmarks of
excellence.

Background

In 1960, Escorts set up the strategic Agri Machinery Group (AMG) to venture into
 tractors.

 In 1965, we rolled out our first batch of tractors under the brand name of Escort.

In 1969 a separate company, Escorts Tractors Ltd., was established with equity
  participation of Ford Motor Co., Basildon, UK for the manufacture of Ford agricultural
tractors in India.

In the year 1996 Escorts Tractors Ltd. formally merged with the parent company,
 
Escorts Ltd.

 Since inception, we have manufactured over 1 million tractors.

Technologies

Escorts AMG has three recognized and well-accepted tractor brands, which are on
 distinct and separate technology platforms.

Farmtrac: World Class Premium tractors, with single reduction and epicyclic reduction
 transmissions from 34 to 75 HP.

 Powertrac: Utility and Value-for-money tractors, offering straight-axle and hub-

reduction tractors from 34 to 55 HP. India’s No.1 economy range – engineered to give
 spectacular diesel economy.

Escort: Economy tractors having hub-reduction transmission and twin-cylinder engines

 from 27 to 35 HP. Pioneering brand of tractors introduced by Escorts with unbeatable
advantages.

International Subsidiaries

  Escorts AMG has one international subsidiary.

  Farmtrac Tractors Europe Sp.z o.o.in Poland.

  We now cater to 41 countries.

Functional Excellence

 Manufacturing

 Quality Assurance

 Materials Management

 Sales & Marketing

 Knowledge Management

 Finance

 Human Resources
  Information Technology

ESCORTS AGRI MACHINERY – A PROFILE

Escorts came into being with a vision that was nurtured by MR. HARI NANDA and Late
MR. YUDI NANDA.
The foundation of ESCORTS Limited was laid in the formation of ESCORTS (agents)
Ltd. On 17th october1944 and of ESCORTS (agriculture and machines) Ltd. In 1948.
These two were later merged in 1953 to form ESCORTS Agent Pvt. Ltd. The company’s
incorporation in its present name ESCORTS LIMITED was effected on 19th January
1960.
Having initially started with a franchise with wasting house domestic appliance, it has
come a long way in manufacturing and marketing a range of products. It has pioneered
farm mechanization in India through export and distribution of agriculture tractors.
The manufacturing operation commenced in 1954 and since then the following range of
new products has been produced in the country.
YEAR PRODUCT COMPANY LOCATION

DIVISION
1961 ESCORTS ESCORTS LTD. FARIDABAD

TRACTORS (TRACTOR

DIVISION)
1962 RAILWAY ESCORTS FARIDABAD

COUPLERS & RAILWAY

SHOCK EQUIPMENT

ABSORBER DIVISION
1963 AUTOMOTIVE AUTOMOTIVE FARIDABAD

SHOCK SUSPENSION

ABSORBER PRODUCT (EGG.)

1969 FORD TRACTORS ESCORTS FARIDABAD
NOW TRACTOR LTD.
 MANUFACTURED

UNDER

‘FARMTRAC’
1971 INDUSTRIAL & ESCORTS FARIDABAD

CONSTRUCTION CONSTRUCTION

EQUIPMENT & EQUIPMENT

LTD.
1991 FINANCIAL ESCORTS NEW DELHI

SERVICES FINANCE LTD.

1996 DISENGAGEMENT ESCORTS FARIDABAD

OF JOINT FARMTRAC DIV.

VENTURE WITH

NEW HOLLAND

AND LAUNCH OF

FARMTRAC

TRACTOR
1998 FOUNDATION OF CARRARO INDIA PUNE

TRACTOR LTD.

TRANSMISSION

PLANT (J.V.

CARRARO

GROUP, ITLY)
1998 FOUNDATION OF ESCORTS LTD. PUNE

3RD TRACTOR
 PLANT

ESCORTS net profit for third quarter:-

Escorts Limited has reported a Net Profit of Rs. 26.9 crore for the third quarter of the
2011-12 financial year, ending June 30, 2012. Net profit for the quarter was up by 104%
compared to Rs. 13.2 crore in the corresponding quarter (April-June 2011) last year.
Escorts Limited follows an October-September fiscal year and the reported quarter is the
third quarter of fiscal 2011-12.

The company increased sales volumes by 13.2% at 16,083 tractors as against 14,212 units
in the corresponding quarter. Net sales rose to Rs. 858.9 crore in the current quarter as
against Rs. 728.9 crore in the corresponding quarter last fiscal. EBIDTA stood at Rs. 55.9
crore as against Rs. 31.4 crore in the corresponding quarter. EBIDTA as percent of sales
stood at 6.5% as compared to 4.3% in the corresponding quarter last year.

Escorts outperformed the market during the quarter, growing at 11.66% as against the
industry growth of 2.28% during the same period. The company also improved its market
share to 10.7 per cent in the quarter.

Speaking on the results, Chairman and Managing Director, Mr. Rajan Nanda, said,
“The profitability in the third quarter is a combination of growth in sales, better margins
and cost compression measures. The performance this quarter shows the success of
strategies that the company has adopted over the last two quarters, including launch of
executive tractors, deepening of sales and distribution network and robust brand building.
However, it would be important to keep in mind that the company’s performance is
despite the market conditions which have toughened further with the poor performance of
the monsoons so far. Escorts will stay focused on delivering to customer requirements
and improving its market share in order to continue with its growth story.”

According to Mr. Nikhil Nanda, Joint Managing Director, “This quarter has been a
good measure of the Company’s growth and cost management strategies. While, on the
one hand, we have introduced new products, pushed up volumes and improved our
margins, by effectively managing costs, we have been able to enhance our EBIDTA as
percent of sales from 4.3% in the corresponding quarter last year to 6.5% this year. In a
slow market, the challenge is always to choose between growth and consolidation.
Escorts has decided to take the path of driving growth by opening up markets and
capturing market share while keeping a tight rein on costs.”

Escorts wins Indian tractor industry’s largest ever order, awarded US$40

million order by Tanzania

To open two offices and set up service support in African market 

 REVIEW

OF

LITERATURE
 CHAPTER : 2

REVIEW OF LITERATURE

PROMOTION

“Promotion” is a term which covers a change and calls for greater responsibilities and
usually involves higher pay and better terms and conditions of services and, therefore, a
higher status or rank.

Promotion is the transfer of an employee to a job, which pays him more money or one
that carries some preferred status.

A promotion may be defined as an upward advancement of an employee in an

organization to another job, which commands better pay/wages, better status/prestige,
and higher opportunities/challenges, responsibility, and authority, better working
environment hours of work and facilities, and a higher rank.

Promotion is a bit different from upgrading, which is concerned with minor promotions,
promotions within grade or horizontal promotions.

Purpose of Promotions

A promotion is a vertical move in rank and responsibility. Involved in a promotion may

be some measure of skill; and responsibility e.g. It may be from a machinist B grade to
machinist A grade, to it may involve an entirely different type of work, for example from
salesman to sales manager or from a fitter Grade III to fitter Grade II, or from a clerk to
the post of a section in-charge. Promotions are usually given:
 (i) To put the worker in a position where he will be of greater value to the company
and where he may derive increased personal satisfaction and income from his
work.

( ii ) To remove a worker from his job as an alternative to avoid the embarrassment of

firing or demoting him.

( iii ) To recognize an individual’s performance and reward him for his work so that he
may have an incentive to forge ahead. Employees will have little motivation if
better jobs are reserved for outsiders.

( iv ) To increase an employee’s organizational effectiveness.

(v) To build up morale, loyalty, and a sense of belonging on the part of the employees
when it is brought home to them that they would be promoted if they deserve it.

( vi ) To promote job satisfaction among the employees and give them an opportunity
for unbroken, continuous service.

( vii ) To provide a process of “selective socialization.” Employees whose personalities

and skills enable them to fit into an organization's human relations programme
tend to stay on; while those whose personalities with those of the organization
clash tend to leave.

( viii ) To attract suitable competent workers for the organization.

To create among employees a feeling of contentment with their present conditions and
encourage them to succeed in the company.

Types of Promotions

Multiple Chain Promotions

Promotions may be multiple chain promotions, which provide for a systematic linking
each position to several others. Such promotions identify multi-promotional
 opportunities through clearly defined avenues of approach to and exit from each
position in the organization.

Up Or Out Promotion

In an up or out promotion, a person must either earn a promotion or seek employment

elsewhere. Many universities and other organizations follow this practice. Such
promotions lead to termination of services.

Dry Promotion

Dry promotions are those promotions, which are given in lieu of increases in
compensation, it is adjusted upward to keep pace with the cost of living we have dry
promotion.

Promotions becomes a delicate problem not in the matter of selection of the right
incumbent for the right job, but it poses a constant challenge to executives at all levels
and impels them to chalk the well-thought-out programme by which the most capable
individuals may find an opportunity to go up to the top. The procedure for promotion,
therefore starts right at the bottom from the shop floor and ends with the managing
director of company.

All promotions should be on trial basis( from 6months to 1yr) for if the promoted person
is not found capable of handling his job, he may be reverted to his former post and former
pay scale.
 Elements of Promotion Policy

The Promotion Policy should involve six elements:

1. Promotion Policy Statement: which should consider whether vacancies

are primarily to be filled up from within an organization or by recruitment
from outside. Is any preferential treatment to be given to direct recruits.
Would it be sound to deny promotion to otherwise qualified personnel?
Whether an increase in pay is to given? If s, when and how much?
Usually, internal promotions are preferred over external recruitment and
increase is given at the time of promotion, otherwise promotion is
meaningless.

2. Establish As Plan Of Jobs: i.e. decide on what basis promotions are to be

given. Whether on performance appraisal, or on the basis of confidential
records, or job and post-bid system. Which positions are to be filled up,
usually promotions are decided on the basis of performance appraisal.
“Job-post and bid-system”, i.e. positioning of job vacancies indicating job
titles, duties, pay and qualifications on company notice boards is also
utilized.

3. Trace Transfer Routes: i.e. having some type of formal and systematic
promotion channels. Ladders giving paths of advancement, promotional
charts, opportunity charts or fortune sheets clearly distinguish each job
and by lines and arrows, connect various jobs, and show the lines/routes of
advancement up to and away from them. Stepping jobs should be clearly
identified and recorded on paper. Dead-end jobs should be labeled and the
path upward well marked.
 4. Prepare Employees For Advancement Through The Provision Of
Some Training: either on the job in professional/technical institutions, or
through job rotation, multiple management, under-study and conferences.

5. COMMUNICATE THE POLICY: The organization should

communicate its promotion policy either in the form of a set of standing
orders. To have a policy and not to communicate it to the employees will
only create suspicion and misgivings. However, for higher-level personnel
a precise formulation of such a policy may be effective.

DETAILED PERSONNEL AND SERVICE RECORDS ARE KEPT READ Y

On the basis of which promotions are being made.

The following indices are available for judging whether candidates are suitable for
Promotion.
 Flexibility/ Versatility
 Intelligence
 Equipment
 Motivation

Requirements of Sound Promotion Policy

A sound promotion policy must satisfy the following criteria:

a) It Should Enjoy Consistency: It will be applied irrespective of the persons

concerned. Consistency demands that the policy should be so correlated to
career planning that there should not be a sudden spurt of promotion within
the organization conferring premature benefits on a number of persons,
followed by a long period of absence of promotion.

b) It Should Be Fair And Impartial: The management should be able to

remove all suspicion of arbitrariness, improvisation to suit individuals,
nepotism, etc.
 c) Promotion Should Be A Planned Activity: The management should make a
correct assessment of the requirements or opportunities of promotion within
the organization so that there is no phenomenon of “bunching” or no period
of “promotional drought” that is no over estimation or under estimation.

Promotion System

A promotion system involves clear-cut definitions of line of future advancement, detailed

personnel records, specific promotion plans, definite allocation of responsibility for
identifying promotion able individuals and a centralized coordination of promotion
function.

Beach described promotion systems for different category of personnel in the

organization. He observes: “For unskilled and semi-skilled workers, entry is made into
“labor pool” and thereafter upgrading takes place on the basis of seniority or
combination of both seniority and ability. The skilled craftsmen are recruited as helpers
or apprentices and thereafter upward mobility occurs up to position of foremen,
inspectors or production coordinators. Entry in clerical jobs is through appointment as
clerks, typists or stenographer and subsequently promotions are made to higher positions
such as that of secretaries or administrative assistants. In professional jobs, entry is made
as assistant engineers, engineers, senior engineers, project engineers or even managers.
Jobs in managerial positions are filled up by individuals who enter as managerial trainers
or assistant supervisors, finally they are promote to middle level management positions”

Promotions may be based on either the “rank-in-the-job” or “rank-in-the-man.” In

former system, the content of the job including level of skill, efforts and responsibility
form the basis. In this system emphasis is laid on job analysis, job evaluation,
organizational planning, etc. These determine the pay and status in the organization. In
the latter system, emphasis is put on proficiency of the individuals. It determines the
position level in the hierarchy of career pattern.
 Promotion Policy

The usual policy is to take merit into consideration. Sometimes length of service,
education, training courses completed, previous work history, etc, are factors, which are
given weight while deciding on a promotion. Although promotions are made on the basis
of ability, hard work, co-operation, merit, honesty, many informal influences are
powerful determinants of a promotional policy.

For higher posts, persons are picked by the top executives”

(i) Who think and feel just as he does.

( ii ) Who value loyalty to him and to organization, and

( iii ) Who have social, political, economic and religious interests similar to his own.

Top executives tend t choose those who are carbon copy of themselves.

Seniority Versus Merit

“Seniority” refers to length of service in the company or in its various plants, or in its
departments, or in a particular position. Under straight plant-wise seniority in all jobs,
promotions go to the oldest employees, provided that fit for the job. Occupational
seniority may be within a department, within a division or in the entire plant.
Seniority offers certain rights and benefits. These are:
a) Some rights are based on competitive seniority among employees. Right to
promotion, transfer, lay-off and recall are such examples.

b) Other benefits have nothing to do with one man relative to another, e.g. a man
may be entitled to have 15 day’s casual leave in a year, a pension after 30 years
and certain amount of sick leave after 6 month’s service.

There is great controversy on the question of whether promotions should be given on the
basis of seniority or ability. Trade unions are of the view the promotions should be on the
basis of seniority, while managements favor promotions on the basis of merit and ability.

If a promotion is given to a qualified man in recognition of his performance or with a

view to creating an incentive for him, then it should be based on his ability.

If, on the other hand, promotion is given to recognize and reward senior employees, then
it should be on the basis of seniority.
The most widely used basis of promotion combines both ability and seniority. The last
policy would be to ensure that whenever there are two employees of equal seniority,
ability or merit should be deciding factor in a promotion. Where, however, there are two
employees of almost equal competence, seniority should be the decisive factor. Such a
policy would satisfy management, which prefers ability, and trade unions, which prefer
seniority.

Arguments against Promotion by Security System

Drawbacks of Promotion By Seniority System:

a) The internal sources may be quite inadequate, and possibilities are that people
who do not quite come up to the requirements of higher jobs, may be promoted.

b) Since the working system and technology change very fast, it is necessary that
new blood should be infused with new and up-to-date knowledge and ideas,
which the older persons in organization may be lacking.

c) The worth of an individual is not appreciated and given due recognition. This
generates frustration and may constrain a good employee to leave the
organization.

When there is wholesale promotion and upset the working of organization.

 Arguments for Promotion by Merit System

The System of Promotion By Merit Enjoys These Benefits:

a) It brings rewards for meritorious work, extra competence achievement and

initiative.

b) It encourages an employee to work hard so that he may get an opportunity for

advancement in the organization.

It leads to increased productivity, for individuals are satisfied that their merit and
competence will be properly appreciated and rewarded.

Arguments for Promotion by Seniority System

Promotion By Seniority Is Preferred By Trade Unions And Most Employees
Because:

a) The system is simple to understand and operate. All employees are assured that
promotion will come automatically when it is due.

b) It satisfies the personal aspirations of the employees for growth, build morale and
is conductive to better labor-management relations.

c) It leads to an optimum utilization of the existing work force by training and

development.
 a) This system is much more economical than open market requirement or
recruitment by negotiations with other candidates belonging to other organization.
The management will have a known man of good performance in a higher position than
take a risk in bringing an unknown outsider.

PROMOTION IN INDIA

PRACTICE IN INDIA

In India, in some companies, promotions are made on the basis of merit, potential and
seniority. Internal promotions are also granted, from existing lower cadre on the basis of
seniority and merit.
In public sector organizations, elaborate rules exist for regulating the seniority of
employees in different service cadres promotions are made from this list. But often, due
to political pressure, the rules are violated and a person standing much lower in the list is
given priority over the senior most man.
In the private sector enterprise, the promotions are generally not based upon any clear-cut
rule. Efficiency is the main consideration, unless it is family enterprise where relationship
with the proprietor’s o patronage might play a part. But even there only a limited number
of posts would be filled upon the basis of relationship or by way of patronage. Even in
such firms where employees are concerned there is generally a well-defined promotion
policy and nepotism is avoided, as far as possible where the employees are well
organized. The rule followed is “Promote the best man available.”
While making promotions, the management must ensure that:
a) Proper talents are first made available by a correct programme of recruitment.
b) Employees are enabled to satisfy their own aspirants within the framework of the
company’s own objective and projects and,
c) A programme of career planning, coupled with periodic assessment is followed in
accordance with rules.

It is worth nothing that in a developing economy like India, with rapid technological
advances and need for training and education it is not always possible to promote the
older workers who can neither be adequately trained nor are willing to be exposed to new
concepts, ideas and methods of work. As for higher-level promotions, only in large
organization can a policy of promotion from within be practicable, but even these such
promotions can’t be confined entirely to the existing personnel of the organization, unless
management development and career planning are an essential part of the company’s
promotion policy.

Promotion Policy and rules for Executives

Nine executives levels in ESCORTS

Management Cadre

S.No. POST GRADE CODE

1 VP (VICE PRESIDENT) G-10
2 AVP (ASSISTANT VICE G-9
PRESIDENT)
3 CHIEF GENERAL G-8
MANAGER

Executive Cadre
4 GM (GENERAL G-7
MANAGER)
5 DGM (DEPUTY G-6
GENERAL MANAGER
6 SENIOR CHIEF G-5
MANAGER
7 CHIEF MANAGER G-4
8 MANAGER G-3
9 ASSISTANT MANAGER G-2
10 EXECUTIVE G-1

Scope and Coverage

1. These rules are called “PROMOTION POLICY AND RULES FOR

ESCORTS EXECUTIVES” and are be applicable to ESCORTS Executives on
the regular rolls of the Corporation including those who are out on deputation to
some other organization and are in the following executive grades.

2. In Escorts now, scale pay are not in use. FLEXI SYSTEM has been adopted for
executives.

BANDS BASIC PAY GRADE CODE

BAND 1 25% G1 - G3
BAND 2 35% G4 - G5
BAND 3 40% G6 & above

HRA has been provided for:-

Metro – 50%
Non – metro – 40%

3. These rules shall not be applicable to executives who are appointed in a grade for
a limited tenure, such as appointments on contract basis for particular period/
specific assignments etc, superannuated persons re-appointed in the Corporation’s
service or are serving Corporation on extension of service after attaining the age
of superannuating and other executives appointed on a purely casual or temporary
basis viz. appointments on ad hoc, limited period etc.
 Note: These Rules have come into force with effect from 2010.

4. Executives who are on deputation to ESCORTS or who retain lien on the service
of the parent organization shall not be covered by these rules. Similarly those
executives who have been allowed to retain lien vide Office Order No. 17/94
dated 05.07.1994, will not be covered during period of lien. In the event of
employee rejoining the Corporation after completion of lien period, he would be
adjusted against the available vacancy in the same category and scale of pay,
which he was drawing before proceeding on lien. In case vacancy in the required
category in the scale of pay is not available, supernumerary post may be created
with the approval of CMD.

DEFINITION

1) “BOARD” shall mean the Board of Director of the Corporation.

2) “CMD” mean the Chairman & Managing Director of the Corporation.

3) “Competent Authority” shall mean the Chairman and Managing Director

for promotions for the posts of Sr. chief Manager (G-5) and above and
Director (Personnel) for the posts up to the level of Manager (E-4).

4) “Corporation” shall mean ESCORTS LTD. and includes Projects/ Units/

Offices under its administrative control.

5) “Disciplinary Authority” shall mean an authority specified under

ESCORTS Conduct Discipline and Appeal Rules.

6) “Executive” shall mean all regular employees of the Corporation who is

responsible for an administration.
PRINCIPLES

1. The promotion policy is aimed at providing prospects for career

growth to the executives and at regular intervals compatible with the size of the
organization in the same sector with a view to motivate the executives to shoulder
greater responsibilities and to build an ever willing task force and expert groups to
bring an eminent position to the corporation. The principle of rewarding the deserved
retaining the ablest and sustaining a gradual and steady growth of cadre officer would
form the basis on which the promotion policy is structured.

2. The guiding principles underlying the promotion policy of

the corporation aim at generating career growth from within the organization. It will
be corporation’s policy to look within the organization for suitable persons with
requisite skills expertise and merit for filling up the executive positions.

3. Not withstanding anything stated above, the corporation will take

recourse to lateral induction at all levels from outside to extent considered necessary
to ensure infusion of new blood fresh outlook. Before taking recourse to lateral
induction, the internal eligible officers will be considered first.

4. The basic induction level into the Executive cadre in the

Corporation is G-1 grade to which the entry will be largely through Trainee Officer
Scheme.
OBJECTIVES

1. To provide its executives adequate opportunity, encouragement and career growth

consistent with their contribution to the growth of the organization, ESCORTS
will endeavor to motivate and enthuse its executives and Managers for better and
more effective performance or rewarding them with promotion commensurate
with their merit and ability.

2. To ensure fairness, consistency and uniformity in the matter of promotion of

executives of the corporation.

3. To provide equality of opportunities to all executives in growth and career

prospects.

4. To enlighten the executives of the kind of career promotion opportunities and

basis/manner in which promotions will be effected.

PROMOTION RULES

Promotion shall mean movement of an executive from a post in a lower grade to a post in
the next higher grade along the line of promotion as defined herein. Jumping of scale(s)
shall not be allowed.

All promotions shall be subject to completion of qualifying period and other

requirements laid down in these rules.
 1. Promotions of Executives within the cluster of grades shall be on his basis of
combined sanction for all the posts in the cluster. In other words, vacancy will
not be a constraint for promotion within the cluster grades.

2. Promotion to the post of Senior Manager and above will be subject to

availability of vacancy.

3. The number of eligible executives to be considered for promotion in case of

promotion by selection shall not exceed three times the number of vacancies
available in various posts.

4. Promotion up-to manager shall be based on seniority subject to suitability.

5. Promotion to the post of Sr. Manager and above shall be by selection based on
merit with seniority taking secondary role. Seniority will, however, be the
deciding factor between officers securing equal marks. The AVP shall
interview the eligible managers and above as the case may be assess their
suitability for promotion to the post of Sr. Manager and above.

6. Qualifying period, as fixed shall be to determine the eligibility of executives

for consideration for promotion to the next higher.

7. In case where an executive is senior in the seniority list but has not completed
the qualifying service on the relevant cut off date, he shall also be considered
for promotion along-with his juniors.

SENIORITY
1. All the executives of the corporation will be grouped in four broad
cadres. The board cadres shall be sub-divided into smaller cadres for the
purpose of seniority and line of promotion as under:-

a) Technical Cadre

 Civil Engineering
 Power Engineering
  Electrical Engineering
 Electronics and Mechanical Engineering
 Geology including Geo-physics
 Research and Environment
 Contracts & Procurement
Executives who are initially appointed for Contracts &
Procurement division shall be allowed to exercise their
option to switch over to other disciplines.
 EDP
 Fire & Safety
(included vide Office order No. 23/98 dated 27.3.1998
 Draftsman

b) Finance & Accounts

c) Personnel & Administration

d) Other Cadres
 Medical
 Public Relations-Hindi
 Law
 Company Secretary
 Vigilance
 Library (Included vide Office order)

2. Officers posted to Vigilance Department & HRD Division on tenure

appointment shall continue to carry their seniority in their parent sub-
cadre.

3. The sub cadre of Technical Cadre shall merge in the Board Technical
Cadre for promotion to the post of General Manager.

4. Line of Promotion

(i) The line of Assistant Executive Draftsman (E.I) shall be up to the

level of Executive Draftsman i.e. E-1 scale.

( ii ) The line of promotion of Assistant Photo Officer (G-II) shall be up to

the level of Photo Officer i.e. E-2 scale.
 The Executives holding higher posts/scale of pay other than those
indicated in (i) and (ii) above shall be personal to the individuals.

MAXIMUM QUALIFYING PERIOD

1. In order to encourage employees to acquire higher educational qualifications

leading to improved performance, due weightage has been provided in the
qualifying period for promotion.

2. An officer who is a Diploma Holder in Engineering in Technical Cadre shall be

considered for promotion beyond the post of Manager only after he acquires
qualification equivalent to degree of Engineering.

3. For promotion to Executives post (G-1) level from the Supervisory Cadre in F&A
and P&A cadres, the minimum qualification should be graduation.

4. Since linkage of promotion to educational qualification has bee introduced in this

policy, it has become necessary to provide time to the existing employees to
acquire the required educational qualification. Those employees, who do not
possess the requisite qualification, will be considered for the promotion to the
next higher grade on becoming eligible for promotion, but they will become
eligible for further promotion only after acquiring of the requisite qualifications.

5. EOL on medical grounds up to the permissible limits defined in the leave rules of
the corporation shall count as qualifying period of promotion.

6. Period spent on EXTRA ORDINARY LEAVE (EOL) for prosecuting higher

scientific, technical/professional studies, provided such a study is in the interest of
the corporation’s work and is helpful in efficient discharge of duties of the
 executives shall also count as qualifying period for promotion, provided further,
the employee completes his study successfully.

7. The period on probation shall be counted towards qualifying period for

considering on executive for promotion under this rule. The extended period of
probation shall not be counted towards eligibility period for promotion.

8. The executives of ESCORTS going on deputation to some other

PSUs/Autonomous Body/ Central Government shall be entitled for promotion in
ESCORTS. The promotion will be effective only after the executive reverts back
to the Corporation.

Transfer on Promotion

1. If any executive is promoted and transferred to another project/unit/office, his

promotion shall become effective from the notified date only after assumption of
charge at the new station of posting.

2. In case any executive who is promoted and transferred to another

project/unit/office refuses to accept the orders or fails to join within the
stipulated period, he shall forfeit promotion.

3. A period of one month, including normal joining time shall be given to an

executive to join his new place of posting on transfer. In case an executive can’t
assume charge because of personal reasons or due to exigency with the approval
of Director (personnel) / CMD as the case may be.
Time For Considering

1. Promotions shall be considered once in a year.

2. The promotion shall be effective from 1st April, or the date of issue of order as
may be specified.

PROBATION ON PROMOTION

All executives promoted to the grades of Senior Manager (E-6) and above shall be placed
on probation for a period of one year. Depending on performance, the probationary
period may be extended. The period of probation will not be deemed to have completed
unless informed in writing. Orders regarding clearance of probation period will be issued
within one month from completion of probationary period.

Procedure To Followed In Respect Of Candidates Called For

Interview For Promotion But Don’t Attend/Decline Order

1. An employee/executive who has been called for interview for considering

promotion to the next higher grade/post declines to attend the interview, shall be
considered again only in the next DPC.

2. In case an executive due to reasons beyond his control such as late receipt of
intimation, blockage of roads due to landslides, self sickness is unable to attend
the interview, he shall be given another opportunity for consideration before DPC
proceedings are finalized.
Effect Of Penalty On Posts

1. In case where any employee is awarded any minor penalty under the conduct,
discipline & appeal rules, he shall be debarred for promotion for a period of one
year.

2. In case where any employee is awarded major penalty under the conduct,
discipline & appeal rules, he shall be debarred for promotion for period of two
years.

APPEALS

An employee/ executive who is aggrieved by an order of promotion on the ground that he

has been superseded may appeal or represent his case to the competent authority through
proper channel. Representations/ appeal must be submitted within 45days of the date of
notification of promotion.

Reservation of Post

The directives of Central Government regarding reservation of posts for Schedule cases,
schedule tribes and other categories, if any, issued from time to time shall be followed.

Relaxation
CMD at his discretion may relax any of these rules the cases of hardship or to meet
organizational requirements.

AMENDMENTS

The CMD may, at any time, depending upon the requirement of the Corporation modify/
amend and or alter any of the rules/procedure of the promotion policy in the overall
interest of the Corporation.
RESEARCH
METHODOL
OGY
 CHAPTER : 3

RESEARCH METHODOLOGY

THE TITLE OF THE PROJECT

The title of the project is “TO STUDY THE PROMOTION OF EMPLOYEES” IN

ESCORTS

OBJECTIVES OF THE STUDY

 To find out the satisfaction level among the staff members of the company about
the existing Promotion Policies and Schemes run by the company to reward and
recognize the excellent performers.
 To find out the satisfaction level of the staff members about the existing
Promotion Schemes.
 To find out the satisfaction level of the staff members about the communication
process of the scheme.
  To find out the sound suggestions from the employees to make the existing
Promotion Policy scheme more effective, so that it can motivate or encourage
them to perform well.

The Scope of the Study

The scope of study was confined to industrial belt of the Faridabad.

The scope of the study for company is that through this study the company can improve
and modify the Promotion given to Employees.
The scope of the study for the researcher is that it helped to gain knowledge & experience
&also provided the opportunity to study and understand the prevalent promotion
available for Employees.

THE RELEVANCE OF THE PROJECT

The Topic “To Study The Promotion Of Employees” has a lot of relevance:-

FOR RESEARCHER

The benefit of study for the researcher is that it helps to gain knowledge and experience.
It also provides the Opportunity to study and understand the prevalent human resource
strategies of the company. This is also the best way to have the practical knowledge of
the corporate world.

FOR COMPANY

The benefit for the company is that through this study the company can improve its
human resource strategies and modify them as per today’s company’s personnel
department.
Through this the company can improve its week sections and add profits
from those sections also in one or the other way. The research is going to be beneficial
for the company.

Today, every industry is trying to provide the promotion services to their employees to
update their knowledge and skills and maintain them in the organization, which has a
direct bearing on the production mandatory for the employer to provide training services,
wherever 250 or more workers are employed.

Keeping in view, the complexity of the industrial life and high stress level among the
employees at all levels, promotion has become more important to provide promotion
services to give them job satisfaction and to keep them more productive at the workplace

RESEARCH METHODOLOGY

RESEARCH PROBLEM

To identify and analyses the factors that can be linked with the human resource
department of the Globe Capacitors Ltd. To improve the efficiency and effectiveness of
the human resource strategies in the present day world.

THE SCOPE OF STUDY

The study will be conducted at ESCORTS. Complete human resource strategies are taken
under consideration:

THE SIZE OF THE REPRESENTATIVE SAMPLE

The size of the representative sample is 50 only.

THE METHOD OF SELECTING REPRESENTATIVE SAMPLE

The method of representative samples will be based on judgments and convenience.
 METHODS OF DATA COLLECTION
For the study of human resource strategies at Globe Capacitors Ltd. Primary data
collection and secondary data are used .The data was collected with the help of
different sources such as:
 QUESTIONAIRE.
 INTERVIEWS

SECONDARY DATA

The following secondary data is used as follows

 BROCHURES.
 JOURNALS.
 COMPANY MAGAZINES.
 RECORDS.
 ANNUAL REPORTS etc.
 SAMPLING PROCEDURE

Random sampling was carried out to identify the respondents from the different four
levels of the staff in the company. The respondents were divided on the basis of the total
population of the respective departments; more numbers of the employees were taken
from the departments. Having more population and less number of employees were taken
from the department having less population so that it constitutes the same percentage.

Limitations of the Study

 Due to the time constraints, only 82 staff members from a total workforce of
approximate 300 were administrated the questionnaire. Therefore the small
sample only could have influenced the findings.

 Most of the time my guide and supervisors were not on their seats, this create a lot
of problems for me to finding the correct interpretation as they were busy in their
day to day activities and not able to talk and discuss the matter with me.

 The officials had less time to deliver information so it results in lack of

information.

 I am student of M.B.A. still there is a lot to be learning of skill to handle the firm
efficiently.
 DATA
ANALYSIS
&
 FINDINGS

CHAPTER : 4
DATA ANALYSIS AND FINDINGS

1. PROMOTION IS HELPFUL TO EMPLOYEES

Table1

Attributes No. of respondents Percentage

Yes 30 60%
No 20 40%

FIGURE 1

0%
0%
40%
yes

no
60%
It shows that 65% of respondents are in favour & 35% of members are not in favour of
the arguments.

2. FOR HOW LONG HAVE YOU BEEN WORKING IN ESCORTS?

Table2.
Attributes No. of respondents Percentage
Up to 5 yrs 10 20
5-10 yrs 20 40
10-15yrs 20 40

FIGURE 2

0% 20%
40% upto 5 yrs
5-10yrs
10-15yrs
40%

This data shows that 40% of workers working in ESCORTS from last 5 to 15 years &
20% from 5 to 10years.
3. FACTORS WHICH HELP IN GETTING PROMOTION

TABLE 3

Attributes No. of respondents Percentage

Hard work 12 24
Senior sub–ordinate relationship 23 46
Skill & management 15 30

FIGURE 3

hard work
0% 24%
30%
senior sub
ordinate
relationship
skiill &
46%
management
According to above research it shows that senior – sub ordinate relation will be best
preferable for getting promotion but hard work and skills also get 24% & 30%
respectively.

4. THE OBJECTIVES OF PROMOTION

.
Table 4

Attributes No. of respondents Percentage

To encourage excellence in 8 16
the performance
To motivate outstanding 12 24
performance
To encourage others to 10 20
emulate
All the above 20 40

FIGURE 4

16% to encurage excellence in

performance
40%
to motivate outstanding
performance
to encourage ohers to
24% emulate
all the above
20%
According to above reference encourage performance; motivate; emulate all considers &
get highest percentage of opinion in favors of objectives of the promotion.

5. PERFORMANCE APPRAISAL POLICIES ADOPTED IN YOUR

COMPANY ?

TABLE5.

Attributes No. Of Respondents Percentage

Yes 35 70
No 15 30

Figure 5

0%
30% yes
no
70%
Companies which are considered during making of report from tem 70% of them ave
performance appraisal policy

6. On what factors Promotion is based upon?

TABLE 6

Attributes Percentage
Performance 40
Experience 20
Both 40

FIGURE 6

40
35
30
25 Performance
20
Experience
15
Both
10
5
0
Percentage

According to research it shows that performance & experience; both will be the factor to
be considered during promotion.

7. What are the factors, which your company consider during performance?

Table 7
 Attributes Percentage
Promotion 50
Facilities 30
Rewards 20

Figure 7

0%
20%

prom otion
facilities
50%
rew ards
30%

This shows that promotion will get highest percentage for improving performance but
facilities & rewards also be considered for giving best of their performan

8. Do you think promotion policy being adopted in your co. are same for all dept.

Table8

Attributes Percentage
Yes 60
No 20
To some extent 20

Figure 8
 0%
20%

yes
no
to some extent
20% 60%

According to survey it is noticed that 60% of people want uniformity in promotion policy
of the company but on the oter hand 20% are not in favors of the uniform in all dept

9. At what intervals promotion is done in your company?

Table 9
Attributes Percentage
Annually 54
Binomially 32
Quarterly 14
All the above 0

Figure 9

14% 0%

annually
binomally
32% 54% quarterly
Accordingly 54% of people want to have promotion annually in their companies but 32%
&14% want it binomially & quarterly respectively in their superior companies.

10. Are you satisfied with their methods?

Table10

Attributes Percentage
Yes 65
No 35

FIGURE 10

0%

35%

YES
NO

65%

During research we came to know that 65% of people are satisfied with their company’s
method but 35% are not so.
11. Do your co. prepares promotion records?

Table11
Attributes Percentage
Yes 60
No 10
Can’t say 30

Figure 11

0%
30%

yes
no
can't say
60%
10%

People those which are consider in survey from them 60% of he company’s made record;
rest nil & 30% haven’t regarding their companies.
12. What should the process of evaluating the performance of a person for
promotion being?

Table 12
Attributes Percentage
Open for all 70
Confidential 10
Any other 20

Figure 12

20%
0% OPEN FOR ALL
CONFIDENTIAL
10%
0% ANY OTHER
70%

According to above data collected 70% of people want that it should be open for all but
10% make that confidential.

13. Rate your company’s promotion policies?

TABLE 13

Attributes Percentage
Poor 5
Moderate 10
Good 25
Excellent 60
FIGURE 13

5% 10%
poor
m oderate

25% good
60%
excellent

During research 60% of the people rate their promotion policy as an excellent to be
adopted but some as good; moderate & some as poor also.

14. How satisfied are you with the promotion policy has been communicated to
you?

TABLE 14

Attributes Percentage
Absolutely satisfied 65
Somewhat satisfied 25
Not satisfied 10

FIGURE 14

0% 10%

25%
absolutely satisfied
some what satisfied
not satisfied
65%
0%
The promotion policy has been communicated to the people i.e.; 60%are satisfied but few
of them are not & few up to some extent.

15. Do you think that promotion helps you to work more efficiently?

TABLE 15
ATTRIBUTES PERCENTAGE
YES 75
NO 25

FIGURE 15

0%
25%

YES

NO
75%

According to research 75% are in favour of the argument & 35% are not at promotion
helps them to work efficiently

16. Do you think promotion is the ladder to success?

Table 16
 Attributes Percentage
Agree 70
Disagree 30

FIGURE 16

0%

0%
30%

Agree
Disagree

70%

For the above argument that promotion is the ladder to success 70% are in favour & rest
are not.

17. Are you satisfied with promotion policy of ESCORTS?

TABLE 17

Attributes Percentage
Yes 55
No 10
Can’t say 35

FIGURE 17
 0%

35%
yes
no
55% can't say

10%

During survey when it is asked that they are satisfied with promotion policy of he
company ESCORTS then 55% said yes; 10% said against; butt 35% can’t say for the
question.

Q18.How frequently do you have promotion program in ESCORTS?

TABLE 18

Attributes Percentage
Every year 30
2-3yrs 35
3-4yrs 25
No Idea 10

FIGURE 18
 10%
30%
25% Every year
2-3yrs
3-4yrs
No Idea

35%

For the promotion policy program 35% said it is done in 2-3 years.; 30% said ever
year;25% say 3-4 ears but on that case 10% have no idea

19. Do you think there should be any change in promotion policy?

TABLE 19

Attributes Percentage
Yes 25
No 40
Can’t say 35

FIGURE 19
 0%
25%
35%
yes
no
can't say

40%

For the request of the answer 40% of the people say no; but 25% say years &35% haven’t
said for the answer.

20. What are those changes that you want in your promotion policy?

TABLE 20

Attributes Percentage
Frequent promotion 10
More incentives and rewards 15
Unbiased promotion 75

FIGURE 20

0% 10%
frequent promotion
15%

more incentives andx

rewards
unbiased promotion
75%
Those changes that employees want in their promotion policy is unbiased promotion for
this 75% are in favor &15% want more incentives and rewards but on the other hand 10%
want frequent promotions for appraisal of company’s performance.

21. Do you want any change in promotion policy of ESCORTS?

Table 21

Attributes Percentage
Yes 25
No 60
Can’t say 15

Figure 21

yes
no
can't say

Findings Of The Study

I tried to find the response/feedback of the employees from different departments of the
organization to get an idea of what they feel about the training provided to them. 82 out
of 100 gave their recommendation and on the study of those feedbacks a summary and
interpretation of what employees think of training is presented here.

 100% employees know about the promotion policy of the organization.

  97% employees are satisfied with the promotion policy of their organization.

 3% of employees want some changes in the promotion policy of their

organization.

 98% employees feel that promotion policy of their organization is efficient.

 86% employees think that promotion is ladder to success.

 95% employees think promotion helps them to do their work more efficiently and
encourage them.

Based on my analysis I found that employees recommend promotion procedure on the

basis of both seniority and merit. They feel that promotion of employees is very
necessary. It increases the productivity of employees as well as the organization.
CONCLUSIO
N
&
SUGGESTIO
NS
 CONCLUSION OF THE STUDY

Based on the analysis, through the questionnaire responses the following is the
conclusion of the study: -

Maximum employees are satisfied with promotion provided by the organization. They
also expressed that they are sure about positive results of training in near future.

 Employees also revealed that now more training should be related to their jobs.

 There is no platform to share learning with other employees.

 Promotion should also be provided on the bases of ability.

 Different types of tools and equipment are utilized to impart effective promotion.

 There should not be in a complex form.

 SUGGESTIONS & RECOMMENDATIONS

 I am just in the field of Management and I am yet to learn the ABC of the subject.
I would suggest that the employee should be given efficient training and if
required some professionals person should be appoint to update their knowledge.

 I would recommend that I have seen in few organization (like Maruti Ltd), the
organization have separate training setups and do not give much aspects to the
vital aspects. Not only the incoming employee benefited by the under going
periodic professionals training, orientating for improving and uploading their
knowledge but also it would help those seeking summer training, therefore
avoiding interferences in the day to day work of the busy department officials.
 RECOMMENDATION FOR THEIMPROVEMENT OF
THE STUDY OF EMPLOYEE TRAINING FACILITIES

Based on the survey analysis and suggestions from the respondents, the following are the
proposed recommendations to improve the existing systems and practices of Employee’s
promotion.

 PROMOTION

Promotion is the transfer of an employee to a job, which pays him more money or one
that carries some preferred status.

 QUALITY
There should be given certain importance to increase the quality of promotion policy. The
promotion policy should be made interesting, productive and interactive.

 NEEDS AND REQUIREMENTS

The Personnel Department is carefully accessing the needs and skills of employees and
accordingly develop the promotion policy.

 KNOWLEDGE
The promoter have complete knowledge regarding and method of the promotion.

 SKILLS
The promotion policy have the aim to inculcate maximum confidence among the
employees so that they can imply the skills learned during the performing their duties
EFFECTIVENESS OF THE TRAINING PROGRAMME
The training program should be made in such a way that most of employees are provided
training at least once in a year.
The training programme should be interesting as well as it should be inherence to the
training requirements as well as development of employees.

 APPRAISAL THE EMPLOYEES

The feedback from the employees after they have gone through the training programme
should be done so as to check the effectiveness of the training program. The training
needs of the employees should also be appraised from time to time.
ANNEXURES
 ANNEXURE I

QUESTIONNAIRE ON PROMOTION

Survey: “PROMOTION OF EMPLOYEES OF ESCORTS” (Please tick one of these)

1. Please tick your gender from below

Male Female

2. For how long have you been working in ESCORTS?

Up to 5 years 5 to 10 years 10 to 15 years More than 15

years

3. How frequently do you have promotion program in ESCORTS?

Every year 2-3 YEARS 3-4 Years No

Idea

4. Which of the following do you think are the objectives of Promotion?

a.) To encourage Excellence in the performance _________
b.) To motivate outstanding performance _________
c.) To encourage others to emulate _________
d.) All the above _________

5. What type of promotional Techniques is adopted in your organization?

Monetary Non Monetary Both

6. Do you know clearly about the promotion policy of ESCORTS?

YES NO

7. Are you satisfied with the promotional policy of ESCORTS?

YES NO

8. Do you think there should be any change in promotion policy?

YES NO

9. Do you think Promotion is the ladder to success?

YES NO

10. Do you think that Promotion helps you to work more efficiently?

YES NO

11. Promotion is based upon your

PERFORMANCE EXPERIENCE BOTH

12. Choose the factors from below that help you in getting promotion?

Hard Work Senior-Subordinate Relationship Skills &

Management

13.To what extent promotion will help to increase your efficiency?

Highly Effective Little Effect No effect at

all

14.What are those changes that you want in your promotion policy?
 Frequent Promotions More Incentives&Rewards Unbiased
Promotions

15. Should the process of evaluating the performance of a person for Promotion be?

Open for all Confidential Any other

16. How satisfied are you with the process in which the promotion policy has been
communicated to you?
Absolutely Satisfied Somewhat Satisfied Not satisfied

17.Do you think that ESCORTS needs to adopt new Promotional Techniques like
360 degree etc?
YES NO

18. How often does the Seminars & Lectures held in ESCORTS for providing
knowledge to employees regarding Promotion?

Regularly Often Rarely Never

19. Do you have performance appraisal policies in your company?

YES NO

20. Do your co. prepare promotion records?

YES NO Can’t Say

21.Do you want any change in promotion policy of ESCORTS?
YES NO

ANNEXURE II
BIBLIOGRAPHY

 Personnel Management
By: Himalayan Publications

 HRD staff members

 Intranet of ESCORTS

 Human Resource Management- T.N. Chhabra

 Principles of Personnel Management- Edwin B. Flippo

 Personnel Management- W. D. Scott

WEBLIOGRAPHY

 www.google.com

 www.escortsagri.com

 www.escortsgroup.com