HR INTRODUCTION

William R. Tracey, in "The Human Resources Glossary," defines Human Resources as: "The
people that staff and operate an organization," as contrasted with the financial and material
resources of an organization. 

A human resource is a single person or employee within your organization. Human resources
refer to all of the people you employ.

Human Resources is also the function in an organization that deals with the people and issues
related to people such as compensation and benefits, recruiting and
hiring employees, onboarding employees, performance management, training, and organization
development and culture.

Human Resources staff is also responsible for advising senior staff about the impact on people
(the human resources) of their financial, planning, and performance decisions. Managers rarely
discuss the effect of their decisions on the people in the organizations. It is often predictable
that decisions are driven by more easily measurable processes such as finance and accounting.

Definitions

“Training is an organized procedure by which people of an organization learn

knowledge and skills for a definite purpose …………Dale S. Beach.

“Training of any kind should have as its objectives there direction

improvement of behavior so that the performance of the trainee becomes more useful and
productive for the himself and for the organization of either operative skills (the basic skills
related to the successful competition of a task,) interpersonal skills (how to relate satisfactory
to others), decision-making skills (how to arrive to the mostly satisfactory causes of action),
or a combination these”
………..O.JeffHarris,Jr. observes.

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 Responsibilities:

Human Resource Management, today, has evolved as a strategic approach to the

acquisition, motivation, development and management of the organisation’s human
resources. It is devoted to shaping an appropriate corporate culture and introducing
programs which reflect and support the core values of the enterprises and ensure its
success. It is observed that Human Resource Management is proactive rather than
Re-active, it always looks forward to what needs to be done, i.e., it asks managers to
anticipate and prevent issues from arising rather then allowing a problem to develop and
simply reacting to it. A close at the modern day Human Resource Management approach.

Reveals Seven Major Responsibilities:

1. Attraction: Identifying the job requirements. Estimating the people and skill
mix requirements.
2. Selection: Choosing the most suitable personnel.
3. Retention: Creating the necessary for rewarding performance and
providing a healthy conductive work environment.
4. Development: Preserving and improving employee’s knowledge, skills,
abilities and other characteristics.
5. Motivation: Developing the techniques that reflect the needs of each
individual-job satisfaction, behavioral and structural methods of stimulating
performance, compensation and benefits, etc.

HR Responsibilities

The list of tasks the HR department oversees is quite lengthy. Besides hiring and firing, HR
professionals also take care of:

 Recruiting

 Background checks

 Drug testing

 Relocation

 Training and professional development

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 Compensation plan development

 Employee assistance plan

 Outplacement

 Payroll management

 Benefits administration

 Legal

 Employee relations

A well-functioning HR department ensures that a business has all of the right employees it
needs, at the right time, at an affordable cost, and it helps support the continued development
of those workers, providing the company with an appreciating human asset.

INTRODUCTION:

Training and development has emerged as a major educational system in the last two
decades in India, it has been widely accepted as critical input for improving managerial
performance and organisational effectiveness. Every organisation needs to have well-trained
and experienced people to perform activities that have to be done. If the current job occupant
can meet this requirement, training is not important. But when this is not the case, it is
necessary to raise the skills levels and increase the versatility and adaptability of employees.
Inadequate job performance or a decline in a productivity or changes resulting out of job
redesigning or a technological break-through require some type of training and development
efforts.

Training development and education are three terms frequently used. Training is a
process of learning sequence of programmed behavior. Ii is application of knowledge. It gives
people an awareness of rules and procedure to guide their behavior development is related
process. It covers not only those activities which improve job performance, but also those
which bring about growth of personality and potential capacity so that they not only become
good employees including operatives, supervisor and executive/manager in every
organisation. Employees will enhance their skills, knowledge and attitude for meeting the
present as well as future job needs. Operatives, superiors and managers who occupy higher

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responsibilities have key tasks to be performed in the organisation. Training helps them to
perform those tasks effectively.

Need of study:

Before we say that technology is responsible for increased need of training inputs to
employees, it is important to understand that there are other factors too that contribute to the
latter. Training is also necessary for the individual development and progress of the employee,
which motivates him to work for a certain organisation apart from just money. We also
require training update employees of the market trends, the change in the employment
policies and other things.

The following are the two biggest factors that contribute to the increased need to training and
development in organisations:

1. Change: The word change encapsulates almost everything. It is one of the biggest

factors that contribute to the need of training and development. There is in fact a direct
relationship between the two. Change leads to the need for training and development
and training and development leads to individual and organisational change, and the
cycle goes on and on. More specifically it is the technology that is driving the need;
changing the way how businesses function, compete and deliver.
2. Development: It is again one the strong reasons for training and development
becoming all the more important. Money is not the sole motivator at work and this is
especially very true for the 21st century. People who work with organisations seek
more than just employment out of their work; they look at holistic development of
self. Spirituality and self awareness for example are gaining momentum world over.
People seek happiness at jobs which may not be possible unless an individual is aware
of the self. At ford, for example, an individual can enrol himself / herself in a course
on ‘self awareness’, which apparently seems inconsequential to ones performance at
work but contributes to the spiritual well being of an individual which is all the more
important.

The critical question however remains the implications and the contribution of training and
development to the bottom line of organisations performance. To assume a leadership position
in the market space, an organisation will need to emphasise on the kind of programs they use

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to improvise performance and productivity and not just how much they simply spend on
learning!

Scope of the study:

Training is a vital phase of management control. One of the means of reducing accidents,
eliminating wastages and increasing quality is training in these areas. International Journal of
Pure and Applied Mathematics Special Issue .

The values of training cannot be overemphasized. training is needed at every level because of
the following reasons:

 Training brings about an improvement in employee skill; which inturn increases the
quality and quantity of output

 Training increase in primary objectives will be reflected in increased returns to

employees, personal rewards being affected by individual productivity Employee
development is not an end in itself but rather a means to greater productivity, lower
costs and higher profits

 The scope of the study deals with the aim of training method used in the organization.
Training importance its significance on employee performance, and satisfaction of
employees cover under scope .

 The study will be useful for the organization to determine the organization success of
training provided.

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OBJECTIVES OF THE STUDY:

To be precise the study is undertaken with the following objectives.

 To know the role of the firm in terms of Training & Development .

 To know the welfare facilities provided by the Premium Transmissions ltd for the
employees’ satisfaction.
 To know the effectiveness of the non-statutory measures under taken by the
organization.
 To find out the attitude of organization towards the employee.
 To give appropriate suggestion for improving the Training & Development of the
employees.

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 METHODOLOGY

More specific information from various sources is to be collected and the accuracy is
of great importance for drawing correct and valid conclusions. The nature of the source of the
data depends upon the type of information required. For this purpose both the sources primary
and secondary were used.

Primary data:

Primary data are first hand information collected directly from the field. Primary data
will be collected with the help of surveys. A structured questionnaire was designed in order to
study the performance appraisal of employees.

Questionnaire:

Questionnaire is a formalized set of questions to which a respondent replies. The

respondent himself reads the question and record his answers without the assistance of an
interviewer.

A well structured questionnaire was developed to extract information about the

matters of relevance. A primary questionnaire was developed and tested on respondents.
Based on the feedback it was revved and tested again. The final questionnaire was a result of
such in depth interviews. The questionnaire was personally administered to employee.

Secondary data:

Secondary data are recorded form of data collected for some other purpose. It may be
available in the of published material, company literature, magazines and various articles
published by different researchers.

Survey design

The survey is based on the sources of data. Three methods of primary data were
selected to conduct the study i.e. questionnaire, observation and personal interviews methods.
Since the statement in the questionnaire and schedule wee qualitative, they are quantified on a
five point scale using linker type technique. Respondents are asked to tick mark the
appropriate scope on a five point continuum.

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 LIMITATIONS OF THE STUDY

The schedule used or the purpose of collecting the opinions of employees has the following
limitations
1. Certain terms used for the purpose of the study are new to the respondents as they are
not in general use
2. In the process of data collection some of the respondents have expressed difficulty in
answering the schedule.
3. The present I confined to a sample of employees in Premium Transmissions ltd.
4. It is limited to small sample i.e. 80 respondents from a large number of employees in
organization with in a time frame of few days
5. The duration of the project was limited time for only two months period.
6. The information provided by the respondents may be biased.

INDUSTRY PROFILE
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Industrial Profile:

Machine tools a strategic industry, forms the backbone of many if not most of the major sectors of
industrial activity in a country in the traditional manufacturing context. Therefore, a country such as
India which is on the threshold of becoming a major global industrial and economic power must
have a strong, well-developed, robust and modern machine tool industry to support and assist its
manufacturing sector.

The machine tool industry in India has played and will continue to play a key role in
enhancing competitiveness and enabling development of quality and excellence in the output of the
manufacturing industry and of the Indian economy as a whole. In India, the machine tool industry
supports the strategic development and growth of the automotive, the white and brown goods, the
capital goods industries as well as strategic sectors such as defense, railways, aerospace, etc.
Machine tools also contribute to the vibrancy of small and medium scale manufacturing industries,
in particular, the millions of job shops in the country.

In India, the Rs. 17 billion machine tool industry supports more than Rs. 2,000 billion
manufacturing sector in the country. The Indian machine tool industry predominantly comprises s
manufactures from the small and medium-sized enterprises. There are about 150 major
manufacturers in the organized sector. About three-quarters of total machine tool production in the
country comes out of ISO certified companies that are involved in manufacturing of metalworking
machine tools, manufacturing solutions, accessories, and cutting tools & tooling’s systems. India-
wide, the sector employs some 65,000 skilled and unskilled persons.

Based on current trends and emerging demands, the computer numerically controlled
(CNC) segment is emerging as key driver of growth for the machine tool industry in India.
Indian made machine tools are currently exported to over 55 countries-major ones being Unites
States, Italy, Brazil, Germany, and the Middle East. Lathes and automats, presses, electro-
discharge machines and machining centre’s from the bulk of export orders for Indian manufactures.

Historical data

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Industry Strengths

The machine tool industry in India is recognized for:

● Capability to manufacture low-cost, highly productive manufacturing solutions,

especially customized products, for Indian and overseas users- in the range of turning
centre’s, machining centre’s and grinding machines.

● Consistent attempt to transform the industry to become more productive, more efficient,
and, above all, much more cost competitive. Products offered by the Indian machine tool
industry today are priced much lower than earlier.

● Strong emphasize towards improvement of quality. Over 75 per cent of the total
production of the industry comes from ISO certified and CE accredited manufactures.

● Engineering expertise on design, CAD, documentation, testing and evaluation. Most

machine tools manufactured in India are indigenously designed.

● Pool of skilled workforce specializing in assembly, design, and software development, as

well as in efforts to further strengthen their design and innovative skills.

● Forging backward integration with sub-suppliers and vendors for greater standardization of
components and assemblies.

● Initiatives to form clusters and enter into consortia, with even competing manufacturers,
for developing world-class manufacturing solutions.

● Proactive efforts to reach out to customers through process of interactive dialogues at the
industry and at the individual company levels.

● Special focus on increasing reach of the industry to other potential overseas markets.

The machine tool industry is making special forays to establish presence in key machine tools
markets through joint participation in overseas fairs, as well as establishment of exclusive machine
tool show centre’s. As a result, Indian machine tools are today well accepted in China, Germany,
Italy, and France and in North America.

Core Competency

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 The Indian machine tool industry manufactures almost the complete range of metal-cutting
and metal-forming machine tools. Customized in nature, the products from India comprise
conventional machine tools as well as computer numerically controlled (CNC) machines. There are
other variants offered by Indian manufacturers too, including special purpose machines, robotics,
handling systems, and TPM-friendly machines.

Industrial Machine Group

Industrial machine group combines a seasoned group of expert in the Plastics Processing
Industry with progressive business leadership. The group has extensive contacts and broad
expertise in all facets of the Plastics industry. This gives us unique access or insight into a large
customer base that currently use the Machinery and Parts we source internationally. The
company has an extensive physical infrastructure and currently conducts business in India,
China, US, Canada, and Mexico. This platform allows your company quickly take advantage of
new products / market and will facilitate the development of a long term partnership with Industrial
Machine Group.

Machine tools a strategic industry, forms the backbone of many if not most of the major
sectors of industrial activity in a country in the traditional manufacturing context. Therefore, a
country such as India which is on the threshold of becoming a major global industrial and economic
power must have a strong, well-developed, robust and modern machine tool industry to support
and assist its manufacturing sector.

The machine tool industry in India has played and will continue to play a key role in enhancing
competitiveness and enabling development of quality and excellence in the output of the
manufacturing industry and of the Indian economy as a whole. In India, the machine tool industry
supports the strategic development and growth of the automotive, the white and brown goods, the
capital goods industries as well as strategic sectors such as defense, railways, aerospace, etc.
Machine tools also contribute to the vibrancy of small and medium scale manufacturing industries,
in particular, the millions of job shops in the country.

In India, the Rs. 17 billion machine tool industry supports more than Rs. 2,000 billion
manufacturing sector in the country. The Indian machine tool industry predominantly comprises
manufactures from the small and medium-sized enterprises. There are about 150 major
manufacturers in the organized sector. About three-quarters of total machine tool production in the
country comes out of ISO certified companies that are involved in manufacturing of metalworking
machine tools, manufacturing solutions, accessories, and cutting tools & tooling’s systems. India-

11
wide, the sector employs some 65,000 skilled and unskilled persons.

Based on current trends and emerging demands, the computer numerically controlled
(CNC) segment is emerging as key driver of growth for the machine tool industry in India.
Indian made machine tools are currently exported to over 55 countries-major ones being Unites
states, Italy, Brazil, Germany, and the Middle East. Lathes and automats, presses, electro-
discharge machines and machining centre’s from the bulk of export orders for Indian
manufactures.

EVOLUTION;

A milling machine is a machine tool used to machine solid materials. Milling machines are often
classed in two basic forms, horizontal and vertical, which refers to the orientation of the main
spindle. Both types range in size from small, bench-mounted devices to room-sized machines.,
which holds the work piece stationary as the drill moves axially to penetrate the material, milling
machines also move the work piece radically against the rotating milling cutter, which cuts on its
sides as well as its tip. Work piece and cutter movement are precisely controlled to less than
0.001 in (0.025 mm), usually by means of precision ground slides and lead screws or analogous
technology.

MACHINE TOOL

A machine tool is a powered mechanical device, typically used to fabricate metal

components of machines by machining, which is the selective removal of metal. The term machine
tool is usually reserved for tools that used a power source other than human movement, but they
can be powered by people if appropriately set up. Many historians of technology consider that the
true machine tools were born when direct human involvement was removed from the shaping or
stamping process of the different kinds of tools.

The earliest lathe with direct mechanical control of the cutting tool was a screw- "cutting
lathe dating to about 1483. This lathe "produced screw threads out of wood and employed a true

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What is a Machine Tool?

Machine tool is a power driven machine that shapes metallic materials to produce
components which can reproduce itself as well as other machines. Machine tools are important and
critical equipments used in manufacturing sector for basic and precision engineering /
processing work. Being an integral sector, growth of machine tools industry has an immense
bearing on the entire economy, especially India's manufacturing industry. It is even more crucial
for the development of the country's strategic segments such as defense, railways, space and
atomic energy.

Machine Tools production started in India in 1950 with the commissioning of the first
factory of LML at Bangalore in collaboration with Oerlekon Switzerland to catalyze
industrial growth. Subsequently, the machine tools market grew by leaps and bound and
LML stood and remained a leading machine tools company till 2004.

Post liberalization era witnessed radical changes and economic reforms brought in
foreign competition and participation of private sector companies in the field of machine
tools business. The world over too, industrialized advanced countries have created market
niches on the back of a well developed and supported Machine Tools sector.

WORLD CONTEXT

India

India’s machine-tool industry is composed of nearly 450 manufacturers, but ten

produce around 70% of output. Shipments grew 19% (in rupees, more in dollars) in
2007.

The Indian Machine Tool Manufacturers' Association outside New Delhi hosts a Website.

The main metalworking show is the traditionally triennial IMTEX in Bangalore, dubbed the Indian
Machine Tool Exhibition with International Participation, set for Jan., 2009; it has evolved
into a metal cutting-machine show. A spin-off exhibition, IMTEX Forming 2010, will run one year
later.

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INDIAN CONTEXT:

A Growth Driver for Indian Machine Tools Industry:

Machine tool is a technology-driven area. Strong R&D and innovation is the need of the hour to
cope with the rapid changes in technology. A survey has been conducted to study the current
segments global trends in machine tools industry and the expectations of the customers of various
industries such as automobiles, railways, defense and general engineering industries. The
outcome of this study will be helpful to guide machine tools companies to realize the need of
customer centric R&D and innovation, that will help in bridging the technology gaps in products
and processes to ensure sustained growth and long term survival.

SWOT ANALYSIS

Strengths:-

● Effective leadership Technical manpower

● Sustained alliances for critical components

● Prestigious client base

● Research & Development

Weakness:-

● First generation entrepreneur

● Long manufacturing cycles

● Dependence on imports for key components

Opportunities:-

● Fast paced development of automobile industry

● Quest of overseas customers fro relatively low cost but quality products

Threats:-

● Perceived lack of quality

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 ● Possible entry of global player

COMPANY PROFILE

Founded in 1961, Premium Transmission Limited is a part of the stable of companies promoted by Mr.
Karan Thapar, a member of the established and well-reputed Thapar industrialist family.

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Premium Transmission is led by an independent and richly experienced board, and driven by a
professional management culture.

Premium provides high quality, precision engineered power transmission solutions and products to the
global engineering industry, catering to the needs of customers across Australia, China, Germany, the
Middle East, Indonesia, Malaysia, South Asia, Singapore, South Africa, South Korea, USA, UK, and
Zambia.

Premium has four state-of-the-art, ISO 9001 certified manufacturing plants in India and one in
Germany under the name Premium Stephan.

Focused Solutions to Exceed Expectations

At Premium we regard ourselves as fellow travellers in our customer’s journey to higher productivity,
superior product quality and the elevation of their products to the next generation. Our design
engineering team works in close partnership with customers to understand their needs and
expectations, and design customised power transmission solutions to meet and exceed them.

Precision Engineered Products for the Gamut of Applications

At our state of the art plants we manufacture a wide range of power transmission products to suit any
application. These include Worm Gearbox, Helical & Bevel Helical Gearbox, Vertical Coal
Pulverizing Mill Gearbox, Planetary Gearbox, Helical & Worm Geared Motors, Bevel Helical Cooling
Tower Gearbox, Fluid Coupling both Constant and Variable Speed, ExtruderGearbox, Elevator
Machines and more.

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Serving the Spectrum of Industries

Premium’s customers cover the gamut of industrial engineering companies, including new age sectors
like Robotics and traditional industries such as Material Handling, Sugar Mills and Machine
Manufacturing, Iron and Steel, Passenger Lifts, Cooling Towers, Dyes & Chemicals, Paints &
Varnishes, Cement Mill and Machine Manufacturing, Paper & Pulp, Leather and Plastics, Rubber Mill
and Machine Manufacturing, Food Processing & Tea, Collieries Mines & Haulages, Pharmaceutical &
Starch, and more.

A Rich History of High Quality Industrial Manufacturing

The company came into being in 1961 as David Brown Greaves (India) at Pune, India, a gearbox
manufacturing unit that was a joint venture between Greaves Cotton & Co Limited and M/s David
Brown UK. M/s Greaves Cotton & Co bought over this manufacturing facility in the year 1993. In the
same year, a second unit commenced operations at Falta, near Kolkata, India to manufacture standard
worm/helical and application specific gear units. In 1978, a third unit at Aurangabad started
manufacturing PEMBRIL brand fluid couplings as a joint venture between M/s Fluidrive UK and
Greaves Cotton & Co. This unit was also bought over by Greaves Cotton & Co in the year 2003. In
2011, the company acquired Stephan-Werke a Germany based manufacturer of geared motors and
precision gears. In 2012 a fourth unit was established in India, at Aurangabad, to manufacture geared
motors.

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EHS Policy
Premium Transmission Limited, as a responsible manufacturing company, pledge to hold
ourselves accountable to the highest Environment, Health and Safety (EHS) standards in all
we do.

We are committed to the upmost protection of a sustainable environment and to safeguarding

the health and safety of our employees, customers, partners and the community by:
 Ensuring that all our operations are carried to comply with laid down EHS systems and
practices, without compromise
 Designing and implementing operating standards that fulfil the highest levels of EHS
efficiency
 Conducting our business in accordance with all applicable statutory requirements, as laid
down by law
 Continuously exploring new ways of operations and deployment of resources, so as to
minimize their impact on our planet

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  Training our employees, contractors and partners to perform and act in a safe and
environmentally responsible manner at all times
 Demonstrating leadership, commitment in letter and spirit as an expression of the importance
that the senior management team places on EHS. This policy shall be widely disseminated so
as to be a guiding principle to each member and associate of Premium Transmission in being
safe and building a sustainable planet, for future generations to inherit.

Quality Policy
The Quality Policy of Premium Transmission Limited shall be to design, manufacture and
market products and services at competitive costs of such quality which results in customer’s
total satisfaction and product leadership.

We shall continuously strive for the implementation of this Quality Policy through a process
of innovation and improvement of our products and systems.

Independent Directors Policy

1. Background
The Company’s Board with an object to provide transparency in the management and
operations of the Company and to secure democratization of the Board as also to
ensure a reasonable degree of separation of ownership and management, engages
persons of integrity and having expertise and great degree of experience in Business
Management, as independent Directors. Thus it is essential that the Company has a
policy defining the criteria for judging the independence of ‘Independent Directors’ in
line with the Companies Act 2013.

2. Test of Independence
A director is independent if the Director meets the independence criteria as defined in
this policy by the Company. An independent director should be free from management
and any business or other relationship which interferes in the director’s objective and
independent judgment or has potential to interfere in his / her judgment in the best
interest of the Company.

3. Independent Directors definition

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 3.1 An independent director in relation to a company, means a director other than a
managing director or a whole‐time director or a nominee director who meets the
following independence criteria —
(a) The Director is a person of integrity and possesses relevant expertise and experience;
(b) The Director is not or was not a promoter of the company or its holding, subsidiary or
associate company;
(c) The Director is not related to promoters or directors in the company, its holding,
subsidiary or associate company;
(d) The Director has no or had no pecuniary relationship with the company, its holding,
subsidiary or associate company, or their promoters, or directors, during the two immediately
preceding financial years or during the current financial year;
(e) The Director’s relatives has no or had no pecuniary relationship or transaction with the
company, its holding, subsidiary or associate company, or their promoters, or directors,
amounting to two per cent. or more of its gross turnover or total income or fifty lakh rupees or
such higher amount as may be prescribed, whichever is lower, during the two immediately
preceding financial years or during the current financial year;
(f) The Director or his/her relative ;
(i) does not hold or has not held the position of a key managerial personnel or is not or has not
been employee of the company or its holding, subsidiary or associate company in any of the
three financial years immediately preceding the financial year in which he/she is proposed to
be appointed;
(ii) is not or has not been an employee or proprietor or a partner, in any of the three financial
years immediately preceding the financial year in which he/she is proposed to be appointed,
of—

(A) a firm of auditors or company secretaries in practice or cost auditors of the company or its
holding, subsidiary or associate company; or
(B) any legal or a consulting firm that has or had any transaction with the company, its
holding, subsidiary or associate company amounting to ten per cent or more of the gross
turnover of such firm;
(iii) does not hold either individually or together with his/her relatives two per cent. or more
of the total voting power of the company; or
(iv) is not a Chief Executive or director, by whatever name called, of any nonprofit
organization that receives twenty‐five per cent. or more of its receipts from the company, any

20
of its promoters, directors or its holding, subsidiary or associate company or that holds two
per cent. or more of the total voting power of the company;
3.2 Every independent director shall, at the first meeting of Board in which he/she participates
as director and thereafter at the first meeting of the Board in every financial year or whenever
there is change in circumstances which may affect his/her status as an independent director,
give a declaration that he/she meets the criteria of independence.
3.3 An independent director will not be entitled to any stock options in the Company.

Code for Independent Directors

Role and functions :
The independent Directors shall :
(1) help in bringing an independent judgment to bear on the Board’s deliberations especially
on issues of strategy, performance, risk management, resources, key appointments and
standards of conduct;
(2) scrutinize the performance of management in meeting agreed goals and objectives and
monitor the reporting of performance;
(3) satisfy themselves on the integrity of financial information and that financial controls and
the systems of risk management are robust and defensible;
(4) safeguard the interests of all stakeholders, particularly the minority shareholders;
(5) balance the conflicting interest of the stakeholders;
(6) moderate and arbitrate in the interest of the Company as a whole, in situations of conflict
between management and shareholder’s interest.

Duties :
The independent directors shall –
(1) undertake appropriate induction and regularly update and refresh their skills, knowledge
and familiarity with the Company;
(2) seek appropriate clarification or amplification of information and, where necessary, take
and follow appropriate professional advice and opinion of outside experts at the expense of
the Company;
(3) strive to attend all meetings of the Board of Directors and of the Board committees of
which he is a member;
(4) participate constructively and actively in the committees of the Board in which they are
chairpersons or members;

21
(5) strive to attend the general meetings of the Company;
(6) where they have concerns about the running of the Company or a proposed action, ensure
that these are addressed by the Board and, to the extent that they are not resolved, insist that
their concerns are recorded in the minutes of the Board meeting;
(7) keep themselves well informed about the Company and the external environment in which
it operates;
(8) not to unfairly obstruct the functioning of an otherwise proper Board or committee of the
Board;
(9) pay sufficient attention and ensure that adequate deliberations are held before approving
related party transactions and assure themselves that the same are in the interest of the
Company;
(10) ascertain and ensure that the Company has an adequate and functional vigil mechanism
and to ensure that the interests of a person who uses such mechanism are not prejudicially
affected on account of such use;
(11) report concerns about unethical behaviour, actual or suspected fraud or violation of the
Company’s code of conduct or ethics policy;
(12) acting within his authority, assist in protecting the legitimate interests of the Company,
shareholders and its employees;
(13) not disclose confidential information, including commercial secrets, technologies,
advertising and sales promotion plans, unpublished price sensitive information, unless such
disclosure is expressly approved by the Board or required by law.

Disclosure
The Board of Directors’ report shall contain a statement on declaration given by the
independent Director with respect to his independence.

Footnotes:
Definition of Relatives
Following relationships will be considered as relatives:
1.Spouse
2.Father (Including step‐father)
3.Mother (Including step‐mother)
4.Son (Including step‐son)
5.Son’s wife

22
6.Daughter
7.Daughter’s Husband
8.Brother (Including step‐brother)
9. Sister (Including step‐sister)

CSR Policy

Policy on Corporate Social Responsibility

1. The Company operates in a live society. No business exists in a vacuum; nor can a business grow in
isolation, and its activities have direct and indirect impact on the different elements of the Society. The
Corporate Social Responsibility (“CSR”) is all about building sustainable business, which needs
healthy economies, markets and communities. It is a commitment of business to contribute sustainable
market development, working with employees, their families, the local community and society at large
to improve quality of life, in ways that are both good for business and good for development. The CSR
encompasses within itself wide range of issues relating to business conduct, from corporate
governance and environmental protection, to issues of social inclusion, human rights and national
economic development.

The major drivers of Corporate Social Responsibility are:

 Concerns and expectations from citizens, consumers, public authorities and investors in the
context of globalization and large scale industrialchange.
 Social criteria are increasingly influencing the investment decisions of individuals and
institutions both as consumers and investors.
 Increased concern about the damage caused by economic activity to the environment; and
 Transparency of business activities by the media and modern information and communication.

Guiding Principles

To attain its CSR objectives in a professional manner and integrated manner,the company shall:

 Undertake proactive engagement with stakeholders to actively

contribute to the socio‐economic development of the
periphery/community in which it operates.
 Using environment friendly and safe processes in production.

23
  Create a positive footprint within the society by creating inclusive and enabling
infrastructure/environment for livable communities.
 Ensure environmental sustainability by adopting best ecological practices and encouraging
conservation/judicious use of natural resources.
 Work towards mainstreaming the marginalized segments of the society by striving towards
providing equal opportunities and making meaningful difference in their lives.
 Focus on educating the girl child and the underprivileged by providing appropriate
infrastructure, and groom them a s future value creators.
 Assist in skill development by providing direction and technical expertise to the vulnerable
thereby empowering them towards a dignified life.
 Emphasize on providing basic nutrition/health care facilities with special focus on establishing
health centers for the mother and child as well as the elderly.
 Facilitate water conservation by reducing water consumption at the plants and taking up rain
water harvesting projects.
3. Implementation

 CSR programmes will be undertaken by various work centers of PTL to the best possible
extent within the defined ambit of the projects to be undertaken by the Company under CSR
activities.
 The time period/duration over which a particular programme will be spread, will depend on its
nature, extent of coverage and the intended impact of the programme.
 Programmes which involve considerable financial commitment and are undertaken on a
timeframe of 2‐5 years, will be considered as ‘flagship programmes’ and accorded enhanced
significance.
 By and large, it may be ensured that at least 60% of the CSR programmes are executed in and
around the areas adjoining PTL installations.
 Initiatives of State Governments, District Administration, Local Administration as well as
Central Government Departments Agencies, Self‐Help Groups, etc., would be dovetailed and
synergized with the initiatives taken by PTL.

vi. Powers for approval

CSR programmes as may be identified by each work centre/corporate office will be put up to the CSR
Committee of the Board at the beginning of each financial year, providing complete details of the
activities proposed to be undertaken, the amount allocated for each activity and the implementation
schedule of the proposed activity.

24
Approved CSR activities may be carried out by the Company through;

 Community based organizations whether formal or informal

 Elected local bodies such as Panchayats
 Voluntary Agencies (NGOs)
 Institutes/ Academic Organizations
 Trusts, Missions
 Self‐help Groups
 Government, Semi‐Government and autonomous Organizations
 Mahila Mandals/ Samitis

3. In case of programme execution by NGOs/Voluntary organizations the following minimum criteria

should be ensured:

 The NGO / Agency has a permanent office / address in India;

 The NGO is a registered society under Societies’ Registration Act;
 Possesses a valid Income‐tax Exemption Certificate;
 The antecedents of the NGO/Agency are verifiable/subject to confirmation.
Once the programmes approved by the Sub Committee of the Board are communicated to the work
centers, they will be required to enter into an agreement with each of the executing/implementing
agency.

4. Monitoring and Feedback

 To ensure effective implementation of the CSR programmes undertaken at each work center, a
monitoring mechanism will be put in place by the work center head. The progress of CSR
programmes under implementation at work center will be reported to corporate office on a
monthly basis.
 Work centers will also try to obtain feedback from beneficiaries about the programmes.
 Appropriate documentation of the Company’s CSR Policy, annual CSR activities, executing
partners, and expenditure entailed will be undertaken on a regular basis and the same will be
available in the public domain.
 An impact study may be conducted on a periodic basis, through independent professional third
parties/professional institutions, especially on the strategic and high value programmes.
 CSR initiatives of the Company will also be reported in the Annual Report of the Company.

25
5. The Company will approve an annual budget which shall be project driven, for undertaking various
CSR activities. The Company will allocate 2% of the average net profit of the Company for the last
three immediately preceding years.The expenditure on building CSR capabilities will be limited to 5%
of the total CSR expenditure in one financial year.

Surplus arising out of the CSR activities shall not be considered as a part of the business profits.

7. This policy shall apply to all CSR initiatives and activities taken up at the various
locations of the Company, for the benefit of different segments of the society,
specifically the deprived, underprivileged and differently abled persons.
8. In case of any doubt with regard to any provision of the policy and also in respect of
matters not covered herein, a reference to be made to CSR Committee. In all such
matters, the interpretation & decision of the Chairman shall be final.

Any or all provisions of the CSR Policy would be subject to revision/amendment in accordance with
the guidelines on the subject as may be issued from Government, from time to time. The Company
reserves the right to modify, cancel, add, or amend any of these Rules.

7. The Company will share experiences and network with other organizations and engage with well‐
established and recognized programmes /platforms which encourages responsible business and CSR
practices. This would help widen the Company’s reach and leverage upon the collective expertise,
wisdom and experience that these collaborative engagements bring to the table.

BOARD OF DIRECTORS

26
The Premium Transmission Advantage
At Premium Transmission, we are in the business of providing solutions in mechanical power
transmission and the needs of the customer form the crux of our solution strategies. Every
gear and coupling in our portfolio is designed meet a specific application requirement. We
pay close attention to the insights that we gain from you and put them to work in our everyday
operations.

We are, perhaps, the only manufacturer of gears in India with in house R&D facilities that
have received approval from the Government of India.

Our portfolio of products is wide as our experience is vast, strengthening our ability to
provide you with solutions that align perfectly with your needs, no matter what your industry
or application.
We have a wide network of offices across the world and have the ability to service your needs
on a global basis. Our team, from the senior management to the shop floor, comprises highly
experienced talent that works with a single minded focus on providing the best solution to
customers’ needs.

We offer you end to end solutions – from studying your requirements to designing the
solution, manufacturing the gear and commissioning it, and providing reliable, on demand
after sales service and support.

27
Our manufacturing facilities are state of the art, being equipped with advanced design,
forging, metalworking, finishing and testing equipment.

28
 THEORETICAL FRAMEWORK

Introduction to HRM

Every organization irrespective of its nature and size has four resources namely men,
material, and machinery. Of these men I. e., people are the most vital resources and they only
make all the differences in an organization. In this connection L.F. Urwick says that
“Business houses are made?broken in the long –run note by the markets or capital, patents, or
equipments, but by men”. Peter F. ducker says that, “man, of all the resources available to
name can grow and develop”. This gives geneses to the concept of HRM, the sub –system.
HR is the central sub-system of an organization. As the central sub- system, it controls the
functions of each sub –system and the whole organization.
Need for training
Need for training arises to

29
 1) Improve performance
2) Improve productivity
3) Improve quality of product/service
4) Improve organizational climate
5) Improve health and safety
6) Reduce resistance to change
IMPORTANCE OF TRAINING:
The importance of human resources management to a large extent depends on human
resources development. H.R.D. is nothing but training of employees and training as its most
important technique. No organization can get a candidate who exactly suits with the job and
the originations requirements. Hence, training becomes necessary is important to develop the
employee and make him suitable the job. Training works towards value additions to the
company through HRD.

Job and organizational requirements are not static rather they are changed dynamic.
From time to time in view of the technological advancement and charge in the awareness of
the total quality and productivity management (TQPM). The objectives of the TQPM can be
achieved only through training, which helps to develop human skills and efficiency. Training
employees would be a valuable asset to an organization.
Organizational efficiency, productivity, progress and development to a greater extent
depend up on training. If the required training is a not provided. It leads to performance,
failure of the employees. Organizational objectives like viability, stability and growth can
also be achieved by providing through training. Training is important, as it constitutes a
significant part of management control.
The training, enhances four ‘C’s for the organization viz.
 Competence
 Commitment
 Creativity
 Contribution

BENEFITS OF TRAINING:
How training Benefits the Organization: -
 Leads to improved profitability and or more positive attitudes towards profits,
organization.

30
  Improves the job knowledge and skill at all levels of the organization.
 Improves the morale of the workforce.
 Helps people identify with organizational goals.
 Fosters authority, openness and trust.
 Improves the relation ship between boss and subordinates.
 Aids in organizational development.
 Learns from the trainee.
 Helps prepare guidelines for the weak aids in understanding and carrying out
organizational policies.
 Provides information for future needs in all areas of the organization.
 Organization gets more affective in decision-making and problem solving.
 Aids on developing leadership skills motivating loyalty, better attitudes and other
aspects that successful workers and managers usually display.
 Helps keep costs down in many areas, e.g. production, personnel, administration etc.,
 Develops a sense of responsibility to the organization for being competent and
knowledgeable.
 Improves labour management relations.
 Reduces outside consulting costs by utilizing competent internal consulting.
 Stimulates preventive management as opposed to putting out fires.
 Eliminates sub-optional behaviour (such as hiding tools).
 Creates and appropriate climate for growth and communication.
 Helps employees adjust o change.
 Aids in handling conflict, thereby helping to prevent stress and tension.

Benefits to the individual, which to turn ultimately should benefit the

organization:

 Helps the individual in making better decisions and effective problem solving.
 Though training and development, motivation variables of recognition achievement,
growth, responsibility and advancement are international and operationalised.
 Aids in encouraging and achieving self-development and self-confidence.
 Helps a person handle stress, tension, frustration and conflict.
 Provides information for improving leadership knowledge, communication skills and
attitudes.

31
  Increase job satisfaction and recognition.
 Moves a person towards personal goals, while improving interactive skills.
 Satisfies personal needs of the trainee (and trainee)
 Provided and the trainee an avenue for growth and say in his/her own future.
 Develops a sense of growth in learning.
 Helps a person develops speaking and listening skills also writing skills when
exercised required.
 Helps eliminate fear in attempting new skills.

Benefits in personnel and human relations, Intra and Inter-Group

Relations and policy implementation::
 Improves communication between groups and individuals.
 Aids in orientation for new employees and those taking new jobs through.
 Transfer for promotion.
 Provides information on equal opportunity and affirmative action.
 Provides information on other governmental laws and administrative policies.
 Improves inter-personal skills.
 Makes organizations policies, rules, and regulations viable.
 Improves morale.
 Builds cohesiveness in groups.
 Provides a good climate for learning, growth and co-ordination.
 Makes the organization a better place to work and live.

The need for training arises due to the following reasons:

To march the Employee specifications with the job requirements and organizational
needs. Management finds deviations between employee present specifications and the job
requirements and organizational needs. Training is needed to fill these gaps by developing
and making the employee’s skills knowledge, attitude, behaviour etc., to the turn of the job
requirement and organization.

Organizational variability and the transformation process:

The primary goal of the organization is that their viability is continuously influenced
by environments pressure. If the organization does not adapt itself to the changing.

32
Technological Advances:
Every organization in order to survive ad to be effective should adopt the latest
technology, i.e. mechanization, computerization and automation. Adoption of latest
technological means and methods will not be complete o enrich tem in the areas of changing
technical skills and knowledge from time to time.

Organizational Complexity
With the emergence of increased mechanism and automation manufacturing of
multiple products and by-products or dealing in services of diversified lines, extension of
operations, to various regions of the country or in overseas countries, organizations of most of
he companies has become complex. They create he complex problems of co-ordination
and integration of activities adaptable to the expanding and diversifying situations. This
situation calls for training in the skills of co-ordination, integration and adaptability to the
requirements of growth, diversification and expansion.
Human Relations:
Trends in approach towards personnel managers has changed form the commodity
approach to partnership, crossing the human relations approach. So today management of
most of the organization has to maintain human relations besides maintaining sound industrial
relations although hitherto the managers are not accustomed to deal with the workers
accordingly. So training in human relations is necessary to deal with the human problems
including alienation interpersonal and inter group conflicts etc.

Changes in Job assignment:

Training is also necessary when the existing employee is promoted to the higher level
in the organization and when there is some new job or occupation due to transfer. Training is
also necessary to equip old employees with the advanced disciplines, techniques or
technology.
The need for the training also arises to:
 Increase Productivity
 Improve quality of the product/Service
 Help a company to fulfill its future personnel needs.
 Improve organizational climate.
 Prevent obsolescence
 Effect personal growth
 Minimize the resistance to change and

33
 To act as mentor

Training objectives:
The personnel manager formulates the following objectives in keeping with the company’s
goals and objectives.
To prepare employee both old and new to meet the present as well as the changing
requirements of the job and the organization.
a) To prevent obsolescence.
b) To impart new entrants the basic knowledge and skill they neeed got an intelligent
performance of definite job.
c) To prepare employees for higher level tasks.
d) To assist employees to function mote effectively inherit present positions by exposing
them to the latest concepts, information and techniques and developing the skills they will
need in theist particulate fields.
e) To build up a second line of competent officers and prepare them to occupy more
responsible positions.
f) To develop the potentialities of people for the next level job.
g) To ensure smooth and efficient working of department.
h) To ensure economical output of required quality.
i) To promote individual and collective morale, a sense of responsibility co-operative
attitude and good relationships.

ASSESSMENT OF TRAINING NEEDS

Training needs are identified on the basis of organizational analysis, job, analysis and man
analysis. Training program, training methods and course content are to be planned on the
basis of training needs. Training needs are those aspects necessary to perform the job in an
organization in which employee is lacking attitude/aptitude, knowledge and skills. Training
needs = job and organizational requirement- employee specification.
a) Training needs can identify through identifying.
Organizational needs based on
1) Organizational strength and weakness in different areas.
2) Back drop of organizational objectives and strategies.
b) Works needs based on
1) Jobs to be performed after training.

34
 2) Information about details of working of different jobs.
3) Setting standards of performance of various jobs.
4) Examining of existing methodologies of doing the job to meet the set standards.
c) Human resource analysis based on
1) Individual employee, his abilities, his skills, his knowledge and attitude.
2) Inputs required for job performance.
3) Individual growth and development in terms of career planning.

ASSESEMENT METHODS:
The following are some of the methods use to assess the training needs.
 Organizational requirements/weaknesses.
 Departmental requirements/weaknesses.
 Job specifications and employee specifications.
 Identifying specific problems.
 Anticipating future problems.
 Managements requests observations
 Interview
 Group conferences
 Questionnaire surveys
 Test or examinations
 Performance appraisal.

Principles of training:
A number of principles have been evolved over the years, which can be
followed as guidelines by the trainees. These are essential in order to promote efficient
learning, long –term retention, application of skill s and knowledge learned in training to the
actual job situation. Some of them are,
a) Motivation
b) Progress information
c) Reinforcement
d) Practice
e) Full vs. part
f) Individual difference

35
Areas of training
Organization provides training to their employees in the following areas.
a) company policies and procedure
b) specific skills
c) human relations
d) Problem solving
e) Managerial and supervisory skills
f) Apprentice training

Training methods:
On-the-job methods off-the-job methods
1) Job rotation vestibule training
2) Coaching role playing
3) Job instruction lecture methods
4) Step by step training conferences or discussions
5) Committee assignments programmed instruction

ON-THE JOB TRIANING METHOD

This type of training, also know as objective instruction, training, is the most
commonly used method. Under this method, the individual is placed on a regular job and
taught the skills necessary to perform the job. The trainee learns under the supervision and
guidance of a qualified worker instructor. On-the-job training has advantage of giving first
hand knowledge and experience under actual working conditions. While the trainee learns
how to perform the job, he is also a regulars worker rendering the serve for which his paid.
The problem of transfer of the trainee is also minimized as the person learns on the job. The
emphasis is placed on rendering the services in the effective manner rather than learning. How
to perform the job on-the-job training method include job rotation, coaching, job instruction
or stop by step training g and committee assignments.

a) Job rotation: this trainee involves the movement of trainee form one job to
another. The trainee receives job knowledge and gains experience from his supervisor
or trainer in each of the different job assignments. Though this method of trainings
common in training managers for general management position, trainees can also be

36
 rotated from hob to ob in workshop jobs. This method gives an opportunity to the
trainee to understand the problems of employees of other jobs and respect them.

b) Coaching: the trainee is placed under a particular supervisor functions as a

coach in training the individual. The supervisor provides the feedback to the trainee
on his performance and offers his some suggestions for improvement. Often the
trainee shares some of the duties and responsibilities of the coach and relieves his of
his burden. A limitation of this method of training is that the trainee may not have the
freedom or opportunity to ex press his own ideas.

c) Job instruction: this method is also known as step by step training. Under this
method , trainer explains the trainee the ways of doing the jobs , job knowledge and
skills allows hid to do the job . The trainee appraises the performance of the trainee,
provides feedback and corrects the trainee.

d) Committee assignments: under the committee assignment, group of trainees

are given an asked to solve an organizational problem . The trainee solves the
problem jointly. It develops teamwork.

OFF-THE JIB METHOD:

Under the method of training, the trainee is separated from the job situation and his
attention I focused upon learning the material related to his future job performance. Since the
trainee is not distracted by job requirements, he and place his entire concentration on learning
the job rather tan speeding in performing it.
There I sin opportunity for freedom expression for the trainee, the methods are as
follows:

a) Vestibule training: in this method, actual work conditions are simulated in a

classroom. Materials, files and equipments those are used in actual job performance
are also used in training. This type of raining I commonly used for training personnel
for clears and semi skilled jobs. The duration of this training ranges from days to a
few weeks theory can be related to practice in this method.

37
 b) Role playing: it I s defined as human interaction that involves realistic
behavior in imaginary situations. This method of training involves action, doing and
proactive. The participant play the role of certain characters, such as production
manager, mechanical engineer, maintenance engineer, superintendents, quality
control inspectors, fore men. Workers and the like. The method I mostly used to
develop interpersonal interactions and effectively ion.

c) Lecture method: the lecture is a traditional method and direct method of

instruction. The instruction organizes the material it to a group o trainees in the form
of a talk. To be effective the lecture must motivate and create interest among the
trainee an advantage of lecture method it is direct and can bi used for large group o
trainees. Thus cost and tin=me involved are reduced. The major limitation of the
lecture method is that it does not provide for transfer of training effectively.

d) Conference: it is a method obtaining the clerical, professional and supervisory

personnel. This method involves a group of people who pose ideas, examine a those
facts, ideas and data, test assumptions and draw concussions, all of which contribute
to the improvement of job performance.

e) Programmed instruction: in recent years this method has become popular.

The subject matter to be learnt is resents in a series of carefully planned sequential
units. These units ate arranged from simple to more complex levels of instructions.
The trainee goes though these units by answering questions or filing the blanks. This
method is expensive and consuming.

f) Evaluation of training programme: the specification of values forms a basis

of evaluation. the basis of evaluation and the mode of collection of information
necessity for evaluation should be determined at the planning stages the process of
training evaluation has been defined as “any attempt to obtain information on the
effects of training performance and to asses the also of training ting the light of than
information”. Evaluation is crucial in ascertaining whether or not the training program
is providing to be effective and its objectives ate being achieved. Evaluation leads
controlling and coercion the training programs. Humbling suggested five levels at

38
 which evaluation of training cal take palaces. They are reactions, learning, job
behavior, organization, ultimate value.

g) Feedback: training evaluation information should be provided to the trainers

and instructors, trainees ads all other parties concerned for control, corrections and
improvements of trainees activities. Further the training evaluator should follow it up
to ensure implementation of the evaluation report at every state. Feedback info
maroon can be collected on the basis of questionnaire or through interview.

Benefits of training:
Training is important as it is the most significant part of management control. Training
facilitates the management to achieve its organizational goals effectively by the effective
utilization of human resources. Training g is benefices to both employees and the organization
in the following ways.
Benefit to the organization: training is advantageous to the organization in the following
ways.

a) improved productivity:
Training helps the employees to improve their performance level. A well
trained employee can perform a task/activity at a faster rate and accurately by using better
methods of work. This improvement in manpower performance helps the organization to
achieve high and improved productivity.

b) Improved quality of work:

In training programmed, employees ate taught standardized and better methods
of performing activities. Well trained employees ate less likely to make functional
mistakes. This proficiency of employees facilitates the organization to improve the
quality of work.

Cost and wage reduction:

Trained employees perform less functional /operational mistakes and make more
economical use of materials and machinery. This reduces wastages and results in
increased productivity with high quality and reduction in cost per unity. Training even

39
 reduces the maintenance cost due to fewer machine breakdowns and better handling of
equipments.

c) Reduced supervision:
A well trained employee tends to be self-supportive, highly motivated and
requires less assistance and control. This reduces the supervisor’s burden and in turn
increases the span of supervision.
d) Reduced accidents:
Training reduces the frequency of accidents because a well trained employee
adopts the right and safety work methods. Even the health and safety of employees can be
improved.
e) Employee growth and high morale;
Training enhances the knowledge and skills of employees guiding them to grow
faster in their career. This facilitates the organization to achieve its goals effectively.
Proper training develops positive attitude among employees and this improves the morale
and job satisfaction. Training even reduces the grievances as a well trained employee I
given the opportunity of promotion and job security.

h) improved organizational climate:

A sound programmed improves the organizational climate including,
harmonious industrial relations, improved discipline, decentralized authority,
participative management, reduced resistance to change and organizational stability.
Thus, it can be concluded that training is an investment in people and a systematic
training is a sound business investment.

HRIS:
Human resource information system is systematic procedure for collecting, storing,
maintain, and retrieving data need by an organization about its human recourse and various
activities that ate relevant for their management.

HRC:
In the present highly complex environment , HR counseling has become drive
responsibility of HR manager as counseling plays vital role in different aspects of managing
human resource like career planning and development , performance management , stress

40
management, and other areas which may effect employees emotionally. The basic objective of
counseling is to bring an employee back to his normal mental position in which he was before
the emotional problem emerged.

SENSITIVITY TRAINING:
Sensitivity training is a small-group interaction process in the unstructured form which
requires people to become sensitivity to others feelings in order to develop reasonable group
activity.
CIPP APPROACH:
This approach takes context, process and product for evaluation.
 Context evolution: involves evaluation of training and development needs analysis and
formulation objective in the light of needs.
 Input evaluation: involves evaluation of determining policies, budget, schedules, and
procedures for organization programmed.
 Process evaluation: involves of preparation of reaction sheets, rating scales and analysis
of relevant records.
 Product evaluation: involves measuring and interpreting the attainment of training and
development objectives.

PERFORANCE APPRAISAL
Performance appraisal is the systematic evaluation of the individual with regard to his
or her performance on the job and his potential for development.

JOB ANALYSIS:
Job evaluation process starts with the base provide by job analysis. Job analysis
identifies various dimensions of a job in two forms, job description and job specification. Job
descriptions provide responsibility involves in the performing of the job while job
specifications provides attributes required in the job performer.

MAKING-HR-COMMUNICATIONEFFECTIVE:
It is essential that special efforts ate taken to make HR communication effective.
These efforts are need because HRC suffers due to operation of a number of barriers against it
which are as follows.
 Inadequate appreciation of need for HRC by the organization

41
  Inadequate appreciation of what is to be communicated.
 Tendency of keeping HR policies and practices confidential.;
 Language problem in the case of multi-lingual composition of
workforce.
 Cost involved in HR communication

DATA ANALYSIS & INTERPRETATION

1.Are you satisfied with the present working condition in the Premium Transmissions ltd.

Number of respondents Percentage

Highly satisfied 41 52.00

Satisfied 26 32.00

Not satisfied 13 16.00

Total 80 100.00

42
INTERPRETATION:

From the above table, it is understood that 52% of employees are highly satisfied with the
person working condition 32%of employees are satisfied and 16% employee are not satisfied working
condition of the work.

2.Are you satisfied with the present welfare amenities provided by the company?

Number of respondents percentage

Highly satisfied 29 36.00

Satisfied 32 40.00

Not satisfied 19 24.00

Total 80 100.00

43
INTERPRETATION:

From the above table, it is understood that 40%of employees are highly satisfy with the
present welfare amenities 36% of employees are satisfied and 24%of employees are not satisfied
welfare amenities provided by the company.

3. Are you satisfied with the present medical facilities being provided by the organization ?

Number of respondents Percentage

Highly satisfied 35 44.00

Satisfied 29 36.00

Not satisfied 16 20.00

Total 80 100.00

44
INTERPRETATION:

For the above table it is understood that at 44% of employees are highly satisfied with the
present medical facilities 36% of employees are satisfied and 20% of employees are not satisfied
medical facilities being provided by the organization.

4. Are you satisfied with the pay package and incentives paid by the organization?

Number of respondents Percentage

Highly satisfied 26 32.00

Satisfied 32 40.00

Not satisfied 22 28.00

Total 80 100.00

45
 INTERPRETATION:

From the above table, it is understood that 40% of employees are satisfied with the pay
package and incentives 32%of employees are highly satisfied and 7% of employees are not
satisfied the pay package and incentives paid by the organization.

5. Are you satisfied by the allowances like HRA, TA, bonus, provided by the organization?

Number of respondents Percentage

Highly satisfied 38 48.00

Satisfied 32 40.00

Not satisfied 10 12.00

Total 80 100.00

46
INTERPRETATION:

From the above table, it is understood that 48% of employees are highly satisfied with the
allowances like HRA, TA, bonus, etc, where as 40% of employees are satisfied and 12% of the
employees are nit satisfied the allowances provided by the organization.

6. Are you satisfied by the precautions taken by the management regarding safety?

Number of respondents Percentage

Highly satisfied 47 60.00

Satisfied 26 32.00

Not satisfied 07 8.00

Total 80 100.00

47
INTERPRETATION:

From the above table, it is understood that 60% of employees are highly satisfied with the
available safety precaution, where as 32% of employee are satisfied and 8% of employees are not
satisfied the precaution taken by the management regarding safety.

7. Are satisfied with the attitude of colleagues?

Number of respondents Percentage

Highly satisfied 26 32.00

Satisfied 29 36.00

Not satisfied 25 32.00

Total 80 100.00

48
INTERPRETATION:

From the above table, it is understood that 36% of employees are satisfied with the attitude of
colleagues, where as 32% of employees are highly satisfied and 32% of employees are not satisfied
the attitude of colleagues.

49
8. Do you feel that you are maintaining good communication?

Number of respondents Percentage

Highly satisfied 38 48.00

Satisfied 23 28.00

Not satisfied 19 24.00

Total 80 100.00

INTERPRETATION:

From the above table, it is understood that 48% employees are highly satisfied with the
maintaining good communication in the organization, 28% of employees are satisfied and 24% of
employees are not satisfied with the available of good communication.

9. Are you satisfied with the promotion in organization?

Number of respondents Percentage

50
Highly satisfied 32 40.00

Satisfied 32 40.00

Not satisfied 16 20.00

Total 80 100.00

INTERPRETATION:

From the above table, it is understood that 40% of employees are highly satisfied with the
promotion policy, where as 40% of employees are satisfied and 20% of employees are not satisfied
with the promotion policy in the organization.

10. Are you satisfied with training program conducted by the organization?

Number of respondents Percentage

Highly satisfied 29 36.00

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Satisfied 41 52.00

Not satisfied 10 12.00

Total 80 100.00

INTERPRETATION:

From the above table, it is understood that 36% of employees are highly satisfied the training
programs, where as 52% of employees are satisfied and 12% of employees are not satisfied with the
training programs conducted by the organization.

11. Are you satisfied with the employee benefits plans like pension plans P.F provided by
the organization?

Number of respondents Percentage

Highly satisfied 23 28.00

Satisfied 38 48.00

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 Not satisfied 19 24.00

Total 80 100.00

INTERPRETATION:

From the above table, it is understood that 28% of employees are highly satisfied with the
employee benefits, where as 48% of employees are satisfied and the 24%of employees are not satisfied
the benefits plans like pension plans, P.F provided by the organization.

12. Are you satisfied with the management?

Number of respondents Percentage

Highly satisfied 47 60.00

Satisfied 26 32.00

Not satisfied 07 8.00

Total 80 100.00

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INTERPRETATION :

From the above table, it is understood that 60% of employees are highly satisfied with the
available safety precaution, where as 32% of employees are satisfied and 8% of employees are not
satisfied the precautions taken by the management regarding safety.

13. Are you satisfied with the company rules and regulations ?

Number of respondents Percentage

Highly satisfied 35 44.00

Satisfied 29 36.00

Not satisfied 16 20.00

Total 80 100.00

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INTERPRETATION:

From the above table, it is understood that 44% of employees are highly satisfied with the
present medical facilities, 36% of employees are satisfied and 20% of employees are not satisfied
medical facilities being provided by the organization.

14. Are satisfied with the personal development?

Number of respondents Percentage

Highly satisfied 41 52.00

Satisfied 26 32.00

Not satisfied 13 16.00

Total 80 100.00

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INTERPRETATION:

From the above table, it is understood that 52% of employees are highly satisfied with the
person working condition 32% of employees are satisfied and 16% employees are not satisfied
working condition of the work.

15. Are you able to understand your roles and responsibilities in the organization?

Number of respondents Percentage

Highly satisfied 26 32.00

Satisfied 32 40.00

Not satisfied 22 28.00

Total 80 100.00

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 INTERPRETATION:

From the above table it is understood that 32% of the employees are highly satisfied with pay
packaged incentives 40% of the employees are satisfied and 7% of employees are not satisfied the
pay package and incentives paid by the organization.

16. Is your organization providing job security?

Number of respondents Percentage

Yes 48 60.00

No 32 40.00

Total 80 100

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INTERPRETATION:

From the above table, we can understand that 60% of employees say that the organization
providing job security, where as 40% of employees says that organization not providing job security.

FINDINGS

 The management of this organization gives respect to their employee’s suggestions.

 The cooperation between the management and employees brings cordial relations among them.

 The employees of this organization really understood the requirements of customers.

 Majority of the employees in the organization are satisfied with the package offered.

 Majority of the employees are satisfied with the safety precautions taken by the management.

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 SUGGESTIONS

 Since majority of the people feel that they are not underpaid, this causes dissatisfaction.
Introduce To avoid the company may introduce different assertive schemes through which pay
and productivity can be minimized.

 As employees feel that they doesn’t have freedom to take the decision which affects job
satisfaction adversely; employees should some degree of freedom decisions at their
workplace.

59
 Some employees have low level of communication has they feel they are not much important in
the department they can explained how important there in the department.

 Some of the employees felt their skills are not utilized completely; Proper measure can be taken
job design and placement.

 As more than half of the people not satisfied their personal development, company may provide
carrier development programs were people can achieve their personal and professional goals.

CONCLUSION

The various policies relating to human resource management like recruitment policy, training
policy, promotion policy etc are very good in Premium Transmissions ltd. They are given various non
statutory welfare measures to their employees.

The environment in the Premium Transmissions ltd is very peaceful. There are no conflicts or
disputes between employees and managers. Premium Transmissions ltd employees are highly
motivated and they work with ultimate dedication.

60
 FINDINGS

a) The management of this organization gives respect to their employee’s suggestions.

b) The cooperation between the management and employees brings cordial relations among them.

c) The employees of this organization really understood the requirements of customers.

d) Majority of the employees in the organization are satisfied with the package offered.

61
e) Majority of the employees are satisfied with the safety precautions taken by the management.

SUGGESTIONS

a)Since majority of the people feel that they are not underpaid, this causes dissatisfaction.
Introduce To avoid the company may introduce different assertive schemes through
which pay and productivity can be minimized.

b) As employees feel that they doesn’t have freedom to take the decision which affects job
satisfaction adversely; employees should some degree of freedom decisions at their
workplace.

62
 c)Some employees have low level of communication has they feel they are not much important
in the department they can explained how important there in the department.

d) Some of the employees felt their skills are not utilized completely; Proper measure can be taken
job design and placement.

e)As more than half of the people not satisfied their personal development, company may
provide carrier development programs were people can achieve their personal and
professional goals.

CONCLUSION

The various policies relating to human resource management like recruitment policy,
training policy, promotion policy etc are very good in Premium Transmissions ltd. They are
given various non statutory welfare measures to their employees.

The environment in the Premium Transmissions ltd is very peaceful. There are no
conflicts or disputes between employees and managers. Premium Transmissions ltd
employees are highly motivated and they work with ultimate dedication.

63
 Job satisfaction is seen as a consequence of performance rather than a cause of it
represents the difference between what is expected and what is received from the different job
facts. Satisfaction is feeing a worker has towards particular objects of conditions in his work
environment. The number of facts was seen to vary from study to study, but normally ranged
from five to seven dimensions. Satisfaction facets may include the work itself, pay and
benefits, promotional opportunities, supervision, co-workers, the organization and its
management, and working conditions. Over the long-run satisfaction of workers strongly
influences the productivity efficiency of the form. This productivity efficiency is generally
reflected on the “cost” side of the company ledger.

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 QUESTIONNAIRE ON RECRUITMENT AND SELECTION

1) Identify the source from where you came to know about the job ?

a) Advertisement b) Consultant c) Personal reference d) Campus

e) E- recruitment f) Others

2) Are you satisfied with the recruitment process by which you are selected?

a) Yes b) No

3) What are the sources for recruitment and selection ?

a) Internal b) External c) Both

4) How was the approach of management during the recruitment ?

a) Serious & Positive

b) Casual
c) Negative

5) What impression/ image you were having of bajaj steel ind ltd before getting
Recruitment ?

a) Satisfactory
b) Average
c) Unsatisfactory

6) Are you satisfied with salary package ?

65
 a) Satisfied
b) Good
c) Average
d) Unsatisfied

7)Are you satisfied with your current job ?

a) Yes b) No

8)Since how many years have you been working with this organisation ?

a) 0-5 years
b) 5-10 years
c) 10 to 15 years
d) More than 15 years

9)Is the organisation doing timeliness recruitment and selection process.

a) Yes b) No

10) How would you rate the HR department’s performance in recruitment and

Selection ?

a) Poor
b) Adequate
c) Excellent

11) Do you think organisation looks for experienced employees in selection

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Process ?

a) Yes b) No

12) Which is the most important quality the organization looks for in a candidate ?

a) Knowledge
b) Past Experience
c) Optimistic Nature
d) Discipline
e) Team work ability
f) Other

13) Do you think organization is using satisfactory methods of interview ?

a) Yes b) No

14) Is the resume screening and shortlisting method used by the organization is satisfactory ?

a) Yes b) No

15) How do you rate the selection policy of the organization ?

a) Good
b) Average
c) Poor

16) Which method should be used for recruitment ?

a) Structured b) unstructured c) problem question d) case study question

e) others

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