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INTRODUCTION

PART –A

INDUSTRY PROFILE

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Meaning of Human Resources:

According to Leon.C.Megginson, the term human resources can be thought as “the
total knowledge, skills, creative abilities, talents and aptitudes of an organization’s work
force, as well as the value, attitude and beliefs of the individuals involved”.

Definition of HRM
Human resources management can be defined as, “that part of management process
which develops and manages the human elements of enterprise considering the
resourcefulness of the organization’s own people in terms of total knowledge, skills, creative
abilities, talents, aptitude and potentialities for effectively actuating”.

Features of HRM

 HRM is concerned with employees both as individual and as a group in attaining

goals. It is also concerned with behaviour, emotional and social aspects of
personnel.
 HRM is concerned with the development of human resources, i.e. knowledge,
capability, skills, potentialities and attaining and achieving employee goals,
including job satisfaction.
 HRM covers all levels (low, middle, and top) and categories (unskilled, skilled,
technical, professional, clerical and managerial) of employees. It covers both
organized and unorganized employees.
 HRM applies to the employees in all types of organizations in the world
(industry, Trade service, commerce, economic, social religious, political and
government departments). Thus, it is common in all types of organizations.
  HRM is a responsibility of all line managers and function of staff manager and a
function of staff managers in an organization. It is concerned mostly with
managing human resources at work. It is a continuous and never ending process.
 HRM is the central subsystem of an organization and it permeates all types of
functional management, viz, production management, marketing management and
financial management.
 HRM aims at securing unreserved co-operation from all employees in order to
attain predetermined goals.

Objectives of HRM
The primary objective of HRM is to ensure the availability of a competent and

willing workforce to an organization specifically; HRM objectives are four fold-societal,

organizational, functional and personal.

 Societal objective
To be ethically and socially responsible to the needs and challenges of the society

while minimizing the negative impact of such demands upon the organization.

 Organizational objective
To recognize the role of HRM in bringing about organizational effectiveness.

 Functional objective
To maintain the department’s contribution at a level appropriate to the organization’s

needs.

 Personal objective

To assist employees in achieving their personal goals, at least insofar as these goals

enhances the individual’s contribution to the organization.

Functions of HRM

Functions of Human Resource Management is classified into two types namely,

 Managerial functions
 Operative functions

 Managerial functions
Managerial functions of personnel management or HRM involve planning,
organizing, directing and controlling.

 Planning
It is a pre-determined course of action. Planning pertains to formulating strategies of
personnel programmes and changes in advance that will contribute to the organizational
goals. In other words, it involves planning of human resource, requirements, recruitment,
selection training, etc., It also involves forecasting of personnel needs, changing values,
attitudes and behavior of employees and their impact on the organization.

 Organizing
An organization is a means to an end. It is essential to carryout the determined course
of action. An organization is a structured and a process by which a co-operative group of
human beings allocates its tasks among its members, identifies relationships and integrates its
activities towards a common objectives. Thus, organization establishes relationships among
the employees so that they can collectively contribute to the attainment of company goals.
 Directing
The next logical function after completing planning and organizing is the execution of
the plan. The basic function of personnel management at any level is motivating,
commanding, leading and activating people. The willing and effective co-operation of
employees for the attainment of organizational goals is possible through proper direction.
Tapping the maximum potentialities of the people is possible through motivation and
command. Thus, direction is an important managerial function in building sound industrial
and human relations besides securing employees contributions.
 Controlling
After planning, organizing and directing the various activities the personnel
management, the performance is to be verified in order to know that the personnel functions
are performed in conformity with the plans and directions. Controlling also involves
checking, verifying and comparing of the actual with the plans, identification of deviations if
any and correcting of identified deviations. Thus, action and operation are adjusted to ore-
determined plans and standard through control.

 Operative functions
Operative functions of Human Resource Management include procurement,
development, compensation, integration, maintenance, records research and audits.

 Procurement
It is the function of acquiring the personnel required by the organization in order to
accomplish its goals and objectives. It assumes great importance as the acquired personnel
decide the every function of the organization.

 Development
It pertains to be training and education of the hired personnel, their morale building,
effective communication networks, promotion and transfer plans suggestions, system and
similar other plans.

 Compensation
It deals with method and standards of remuneration with emphasis upon such
activities as job evaluation wage system, monetary incentive and terms of employment.

 Integration
It is concerned with the attempt to bring about a reasonable reconciliation’s of
individual and organizational interests. Negotiations with labour unions, collective
bargaining, human and social implication of changes, etc., are some of the subjects that
constitute this function.
 Maintenance
This function aims at maintaining at good working conditions (health and safety
measures) in and favorable attitudes towards the organization.

 Records research and audit

These are the final group of operative function. Record keeping is necessary both for
exercising control overt personnel activities and for doing research. Personnel audit helps to
evaluate the effectiveness of
Various personnel policies and procedures and indicates other course of action.
Principles of HRM

 Principle of maximum individual development.

 Principle of scientific selection.
 Principle of high morale.
 Principle of effective communication.
 Principle f dignity of labour.
 Principle of team spirit,
 Principle of fair reward.
 Principle of co-partnership.
 Principle of effective utilization of human resources.
 Principle of contribution of national prosperity.
 PART -B ABOUT SUBJECT

INTRODUCTION TO WAGE AND SALARY ADMINISTRATION

 Wage and Salary and Administration

Wage and salary administration refers to the establishment and implementation of

sound policies and practices of employee compensation. It includes such areas as job
evaluation, surveys of wage and salaries, analysis of organizational problems, development
and maintenance of wage structure, establishing rules for administering wages, wage
payments, incentives, profit sharing, wage changes and adjustments, control of compensation
costs and other related items.

Definition of Wage and Salary

Indian Labor Organization defines the term Wage as, “the remuneration paid by the
employer for the services of hourly, daily, weekly and fortnightly employees.” It means that
remunerations paid to production and maintenance or blue-collar employees.

Salary is defined as, “the remuneration paid to the clerical and managerial personnel
employed on monthly or annual basis.”

The two terms wage and salary are used interchangeably. As such, the term wage and/or
salary can be defined as the direct remuneration paid to an employee compensating his
services to an organization. Salary is also known as basic pay. Where the quantum of services
rendered is difficult to measure the payment is called salary. Money paid periodically to
persons whose output cannot be easily measured such as clerical, supervisory and managerial
staff is called salary. In the case of salary payment, uniformity is observed with regard to
long-term base, without any reference to measurement of output or fluctuation in
employment.
Concepts of Wages
While evolving wage policy, 3 concepts of wages namely –

1. Minimum wages is a wage, which is sufficient to satisfy at least the minimum, needs
of at least frugal and steady workers. It should be need based so that it is necessary for
the physical subsistence of the worker and his family and for the preservation of his
efficiency at work. It must also provide for education, medical car and some other
amenities. In India, the Minimum Wages Act, 1948, empowers the Central and the
State Government to fix minimum rates of wages payable to workers in scheduled
industries and to regulate the conditions of work in them.

2. Fair Wages is the equal to that received by employees performing equal work,
demanding equal skill, equal difficulty and equal unpleasantness. Fair Wage is higher
than minimum wage. The actual fixation of a fair wage depends upon the productivity
of labour, prevailing rates of wages, level of national income. Capacity of industry to
pay wage differentials in corresponding places and the importance of industry in
relation to the national economy. It may be lower than the living wage.

3. Living wage is wage, which should offer an employee incentive to work and produce
enough in quantity, without sacrificing quality, so that the payment of such a wage is
justifiable by the industry. The living wage should include provision for the
following:
a. Bare necessaries such as food, clothing and shelter,
b. A measure of frugal comfort and shelter-
i. Education for children,
ii. Protection against ill health,
iii. Requirements of essentials social needs,
iv. A measure of insurance against the most important misfortunes
including old ages,
c. Some margin for self-development and recreation.
 Principle of Wages and Salary Administration

1. There should be a definite plan to ensure that differences in pay for jobs are based
upon variations in job requirements.
2. The general level of wages and salaries should be reasonably in line with that
prevailing in the labour market.
3. The plan should carefully distinguish between jobs and employees.
4. Equal pay for equal work.
5. An equitable practice should be adopted for the recognition of individual differences
in ability and contribution.
6. There should be a clearly established procedure for hearing and adjusting wage
complaints.
7. The employees and the trade union should be informed about the procedure used to
established wage rates.
8. The wage should be sufficiently to ensure for the worker and his family to lead
reasonable standard of living.
9. The wage and salary structure should be flexible.
10. Prompt and correct payments of the dues of the employees must be ensured and
arrears of payment should not accumulate.
11. For revision of wages a Wage Committee should always be preferred to individual
judgment, however unbiased or by a manager.
12. The wage and salary payments must fulfill a wide variety of human needs, including
the need for self-actualization.

Wage Variations

The relative difference in wage levels is called wage variations. There are three types of
variations in wage rates.
 1. Time Variations: Wages may vary form time to time according to the
economic conditions of the country. In slum period, the wage rates may be cut
whereas the inflationary pressures may like wage rates. Price and Wage indices
are sometimes prepared for the two periods to

Measures the variations in prices and wages and then adjusted accordingly.

2. Regional Variations: There are different variations in different regions for

the same work in the same industry. This may be because of several reasons such
as economic development of the region, demand and supply of workers, cost of
living index and standard of living, etc.
3. Industrial Variations: Wage rates may differ from industry to industry. This
variation are due to factors such as demand and supply of skilled labour, nature of
work and working conditions in industry, place of industry in national economy,
etc, influence wage rates.

 Factors Affecting Wage Rates

1. Demand and Supply: Position of workers in the labour market is also one of the
effecting factors of wage rate. If labour is in short supply, the workers will demand
high wages for their services. On the other hand, if labour supply is in plenty, they can
be available at cheaper rates.

2. Bargaining Power: Wages also depends to a considerable extent on the relative

bargaining power of labour unions the employers. Where labour unions rare strong
enough will be determined at a higher level in comparison to other units where unions
are week.
3. Cost of Living: Progressive employers do not leave the wages to be determined by
blind forces of demand and supply, they take due notice of cost of living for the
workers at that place and try to fix the wages as to ensure a decent living wage to the
workers. Cost of living varies under the
inflationary and deflationary pressures where employers do not show enough
awareness, labour unions if strong, come our with a demand of wage adjustment
according to the cost of living index number.

4. Conditions of Product Market: The wage levels will be influence by the

degree of competitions prevailing in the market for the product of the industry. If it is
a prefect competitive market the wage level may be at par with the value of the net
additions made by the workers to the total output. But in any given industry or
occupations, wages may not reach this level if an imperfect competition exists in
product market.

5. Comparative Wages: Wages paid by other firms in the same market for similar
work also influence the wage levels. Wage rates must also be in consistent with the
wages paid by other firms in same industry. The comparative wages will increase the
job satisfaction among the workers
6. Ability to Pay: Wage rates are influenced by the ability of industry or firm to pay
its workers. Those firms, which are earning huge profits, may naturally afford much
better wage rates and more facilities to its workers in comparison to those, which are
earning only marginal profits.

7. Productivity of Labour: is considered to be the main basis of wage

determination. In firms, where productivity of labour is high, higher wages are paid as
compared to other firms where it is low. Higher productivity of labour benefits
employer and employees together, employees get higher rates of wages and
employers get more and better production.
 8. Job Requirements: A worker is compensated according to the job requirements.
If a job requires higher skill, greater responsibility and risk, the worker placed in that
job will naturally get higher wages in comparison to other jobs which do not require
the same degree of skill, responsibility or risk.

9. Government Policy: since the bargaining power of the workers is not enough to
ensure fair wages in all industries, the Government has to interfere in regulating
wages rates to guarantee minimum wage rates in order to cover the essential of decent
living.

10. Goodwill of the Company: A few employers want to establish themselves as

good employers in the society and fix higher wages for their workers. This attracts
qualified employees.

Essential/Elements/Ingredients of a good wage plan

1. It should be easily understandable by all the workers.

2. It should be capable of easy computation.
3. It should effectively motivate the employees.
4. It should provide for remuneration to employees.
5. It should be relatively stable.
Wage Policy

A sound wage policy is an essential ingredient of wage and salary administration in an

organization. It should be carefully developed having in mind the interests of

 Management as representatives of owners.

 The Employees,
 The consumers,
 The community.
Objective of a Sound Wage policy

 Wage plan must be linked with productivity.

 Wages should be linked with job requirements and skill.
 Lower cost of production.
 Introduction to incentive wage plans.
 It should be based on proper job evaluation.
 Guarantee the minimum wages.
 Flexible wage plan.
 Good industrial relations.
 Similarity of wages of other firms.
 Good selection of workers.
 Hedge against inflations.
 RESEARCH DESIGN

Research is understood as any organized enquiry and carried out to provide information for
solving a problem.

Statement of the problem

Wage and Salary Administration is a vast, important and complex subject. In the past
various techniques have been designed to reduce the complexities in setting of fair wages and
salary levels. One of the biggest difficulties in the past has been the tendency for each
proponent of technique to make the claim that their methods will solve the problem of all
organizations. Hence, incentives schemes, profit sharing, piece wage systems, time based
wage system etc, have at times been used as the answers to organizations difficulties. This
leaves the wage and salary administrators with very little guidance as to, which will be
mostly effective in their organizations.

Hence the main focus of this study is to help the management to identify the performance of
wage and salary administration carried out by the company. Whether the wage and salary
administration has been maintained in accordance to the abilities and qualifications of the
employees. Whether the employees are paid in accordance to their efficiency and
performance in their jobs.

Objectives of the study

 To study the satisfaction of the employees with their wage and salary benefits.
 To know the job sequence in the line of promotion.
 To study employee pay scale pattern.
 To study whether the reward and incentives will be able to motivate the
employees.
 To study the method and wage payment.
 To study the general problem and suggestions from employees regarding salary
and wage in organization.
  To know the level of satisfaction of employees in relation to Wage and Salary
Administration.
 To know the education level of organization.
 To know whether the employees are satisfied with their job, working conditions
and pay, etc.,
 To know whether the employees are entitled to other benefits like PF,
Government Insurance scheme, E.S.I, Loans, LTC etc.
 To know the relation between the employees and management.
 To get suggestions form the employees regarding wage and salary administration.

Scope of the study

 The study is made at BRFL, and will be useful to the company to restructure its
organization taking into account the changed scenario.
 The study is limited to the data provided by employees of BRFL.
 The observations made, the conclusion drawn and the suggestions offered will be
applicable to the organization.
 The study will be supported, patterned and facilitated by a concerned RIPL
official assigned for this purpose.
 The personnel’s will be selected for interview on random basis or any other way
prescribed by the management.
 The study covers only the staff members.

Sources of data collection

Data are facts, figures and other relevant materials, past and present, serving as basis
for study and analysis. The data serves as the basis for analysis. Without an analysis of actual
data no specific inferences can be drawn on the questions under study. Inferences based on
imagination or guesswork cannot provide correct answers to research questions. The
relevance, adequacy and reliability of data determine the quality of findings of a study.
For the purpose of the present study data from two sources have been gathered namely,
primary and secondary data. Collection of data through proper channel is very important for
the analysis and interpretation. Collection of primary data is made by list of schedule
prepared in English, while interviewing questions are also administered by the local language
whenever necessary. The methodology resorted to, for data collection, is both primary and
secondary data’s.

 Primary data
Primary data are original sources from which the researcher directly collects data that
have been previously collected. Primary data plays an important role in study of this type.
The researcher has collected primary data through,

 Personal Interview: Personal interview and discussions were made to know the
views of the employees regarding wage and salary administration in their organization.
 Questionnaire: This method of data collection is quite popular, particularly in case of
big companies. In this method, a questionnaire is sent the
 Persons concerned with a request to answer the questions and return the questionnaire. A
questionnaire consists of number of questions

Printed in definite order on a form. The respondent is expected to read, understand the
questions and mark the appropriate action. The questions are multiple choices as well as
open-ended. A structured interview schedule is prepared containing 28 questions to collect
the primary data. The schedule is so planned to fulfil the objectives of the study.

 Secondary data
Secondary data are the sources containing data, which have already been collected
and compiled for other purpose by other researchers. The secondary sources are readily
available and already compiled statistical statements and reports whose data may be used by
researcher for his/her studies.
In this study the secondary data was collected from the past records and files of the
organization. It was also obtained from other statements, various journals, and magazine and
by web site of the company. Textbooks were also used to know theoretical concepts of wage
and salary administration.

Sampling Plan:

A part of the population is known as sample. The process of drawing a sample from a
larger population is called sampling. Sampling techniques may be classified as probability
and non-probability techniques. Non-probability sampling techniques rely on the researcher’s
judgment. Consequently, they do not permit an objective evaluation of precision of the
sample results, and the estimates obtained are not statistically projectable to the population.
The choice between probability and non-probability should be based on the nature of the
research; degree of error tolerance, relative magnitude of sampling and non-sampling errors,
variability in the population and statistical and operational consideration.

In the present research study, the researcher has selected simple random sampling
method under probability sampling.

 Sample unit

The research was made by selecting employees from Purchase department,

Operations department, PPC, Finance department, Internal sales department, Quality
assurance department and HR department.

 Sample size

The sampling size of the present study was limited to 60 employees.

 Sampling method/design

Sampling method refers to the type of sample used in the research study. In the
present study, the sampling method used is simple random sampling.
 Data collection instrument

For the purpose of collecting primary data, the researcher has used personal interview

method with the help of questionnaire to assess the views of the employees with respect to

wage and salary administration in the organization.

 Fieldwork

Survey is restricted to organization premises.

 Tools and techniques

Questionnaire was the main instrument of collecting primary data. Both open-ended

and closed-ended questions were constructed. Along with this multiple choice questions were

also been used. The method followed to collect the data was through direct interview. The

study is done by administering a questionnaire to find out the validation of the study. The

questionnaire contains the objectives of the study.

Plan of data analysis

Researcher has directly interviewed all the respondents and gathered primary data for

the purpose of analysis and interpretation. For the purpose of processing, analyzing and

interpreting, the researcher in this study has used percentile analysis and interpretation have

been presented in the tables followed by appropriate pie-charts, bar graphs, which are

followed by conclusions and recommendations.

Limitations of the study

The study was undertaken under certain constraints, which was not very eminent to
hamper the report. Some of the limitations of the study are:

 Due to time constrains, it was not possible to go in details of the study of Wage and
Salary Administration at BRFL.
 Due to confidentiality of certain information, not all details could be obtained from the
company.
 The data collected from the employees may change over a period of time.
 The data was collected while the employees were busy with their work, so it was very
difficult to measure the seriousness while filling up questionnaire.
 Only percentage of total employees could be interviewed but the analysis is generalized.
 Lot of people was reluctant to disclose their frank and free opinion.
 The accuracy and authenticity of the observation made and conclusions drawn largely
depends upon the corresponding accuracy and authenticity of the information supplied by
the concerned organization authorities.
 Collection of primary data is restricted to BRFL, only.
 The sample size was limited to 60 respondents only.
 COMPANY PROFILE

PROFILE
Power water tech private limited was established in the year 2003 which is a privately held
organization. It has been successful in manufacturing, supplying and exporting advanced
water treatment products and is one of the leading organizations providing hygiene drinking
water along with required purified system & equipments.

Power Water Tech Pvt Ltd is led by 'Mr. Padmanabha Reddy', who is a perfectionist and
ensure that all the products manufactured are strictly tested to cater high quality products.
The unit is backed by a well coordinated manufacturing unit, which is well-equipped with
complete advanced machinery and equipments. To meet the ever demanding customer
requirements, the company aims at producing quality water treatment plants and systems
which suits various commercial applications.

Power water tech pvt ltd is one of the reputed manufacturer and exporter of the
brand POWER. It has its brand under manufacture of Water Softeners - POWER, Water
Dispenser -POWER, Mega Water Master(SS) - POWER, Water Dispenser (SS) - POWER,
Ro Regular - POWER, Mega Water Master(FRP) and RO Regular 25/50/100 LPH -
POWER. The company supplies its product range to various commercial establishments at
competitive rates. The company ensures to offer technically advanced products which
areavailable at economic rates.

Power Water Tech Private Limited is involved in manufacturing and supplying a wide range

OF POWER water purifying systems for the past 9 years. Nearly a decade it has been highly

committed in delivering superior grade products which are the need of the day.

M/S POWER WATERTECH PRIVATE LIMITED is the one of the leading consultants

and manufactures of POWER - water purifier, water cooler, water purifier cum cooler with
UV /
RO technology, water softeners, packaged drinking water plants and other water treatment

plants and equipments.

The company offers world-class solutions to various environmental problems in water

treatment industry and many other concerns which are equal to International quality

standards. It also imports components from world class manufacturers that are required to

assemble the products and also undertake turn-key projects and services for water Softeners,

Reverse Osmosis plants, Demineralization plant, Distillation plants, packaged drinking water

plants, water purifiers, and water coolers.

Vision

To provide value added services to premium segment of the market.

Mission

To provide quality service and solution for various industries and focus on the customer

demands to ensure total customer satisfaction.

The Company also Stress on:

 An Environmental friendly approach

 Producing superior quality products

 Lower processing cost and lower losses

 Lower maintenance cost and minimum breakdowns

In addition to this the company offer continuous and consistent customer-support to every

individual customer. It has to cope up with the ever growing technology and keep updating

itself with the latest developments in global technology. As a result of which the company is

running towards success with basketful of compliments from our best-satisfied customers.

Products and services

POWER WATER TECH PVT LTD designs various range of water treatment systems and are

designed in accordance with highest industry standards and is widely appreciated for its

efficient performance, easy installation and long functional life. The products offered are

broadly used in various industries for removing water contaminants. And the specialized

products include;

 Water Purifiers - POWER

 Water coolers - POWER

 Water purifier cum coolers - POWER

 Water softeners - POWER

 Water dispensers – POWER

 POWER Spare Parts

1) Water Purifiers-power:-

These are water purifiers adopted with modern technology which is mainly used for homely

purposes and can be established in homes, offices, small buildings and can be used only for

purification of water. They are divided into:

 a) Power Domestic Water Purifiers: They are purifiers mainly used for installing in

homes used only for homely purpose.

b) Power Table Top Water Purifiers: These are purifiers mainly used in offices and

work places.

The features of water purifiers- POWER are as follows

 It has capacity of 15/25LPH

 Purification consists of five micron stages

 Consists of Post carbon and Membrane filters

 Storage capacity up to 8 litres

 Moderately priced with advanced technology

2) Water Coolers- power:

They are water purifiers with attached coolers specifications which cools the water. The

types of water coolers are as follows:

a) Stainless Steel Power water coolers

b) Fibre Reinforced Power water coolers

The features of Water coolers- power are as follows

 Storage capacity of 25/40/60/120/160 litres

 Cooling capacity of 20/40/80/120 lhps

 Made of stainless steel and fibre

  No of taps can be two, three or four

 Inline Sediment filter

3) Water Purifier cum Cooler-power:

They are divided into two types

a) FRP

b) Stainless steel coolers

c) Ultra violet purifiers

The features of water purifier cum cooler- power are as follows

 Capacity to store 15, 40 and 60 litres of water

 Available for cold , normal as well as hot storage

 40/80/120 lphs

 Two, three and five tapes availability

4) Water Softeners-power:

They are type of products used in homes and industries mainly to convert hard water to soft

water which can be used in many purposes, it removes calcium, magnesium and iodine from

water and makes it suitable for all purposes:

The features of water softeners are as follows:

 Capacity from 800 litres to 15000 litres

 Output between two generation

 Chemical capacity from 30 to 1200 litres

 5) Water Dispensers-power:

The features of water dispensers are as follows

 It is made of stainless steel

 Cooling capacity up to 40lphs

 Storage capacity of 8ltr for normal and 12 ltr for cold

 Three tapes at ends

6) Power- Spare Parts:

Apart from regular filters and coolers the company also manufacture certain spare parts

which are used in filters of other companies and even in dispensers.

The following are main parts which are manufactured in the company:

 Reverse Osmosis Membranes:

Reverse osmosis (RO) is a water purification technology that uses a semi permeable

membrane to remove larger particles from drinking water. In reverse osmosis, an applied

pressure is used to overcome osmotic pressure, acolligative property, that is driven

by chemical potential , a thermodynamic parameter. Reverse osmosis can remove many types

of m o l e c u l e s and io ns from solutions, including bacteria, and is used in both

industrial

processes and the production of potable water. The result is that the solute is retained on the

pressurized side of the membrane and the pure solvent is allowed to pass to the other side.
  Activated Carbon Water Filters:

Activated carbon filters used for home water treatment typically contain either granular

activated carbon (GAC) or powdered block carbon. Although both are effective, carbon block

filters generally have a higher contaminant removal ratio. The two most important factors

affecting the efficiency of activated carbon filtration are the amount of carbon in the unit and

the amount of time the contaminant spends in contact with it. The more carbon the better

purifying. Similarly, the lower the flow rate of the water, the more time that the contaminants

will be in contact with the carbon, and the more absorption that will take place. Particle size

also affects removal rates.

Activated carbon filters are usually rated by the size of the particles they are able to remove,

measured in microns, and generally range from 50 microns (least effective) down to 0.5

microns (most effective).

A typical counter-top or under-the-counter filter system has from 12 to 24 ounces of activated

carbon. The most common carbon types used in water filtration are bituminous, wood, and

coconut shell carbons. While coconut shell carbon typically costs 20% more than the others,
it is generally regarded as the most effective of the three. All of activated carbon filters

use coconut shell carbon.

 Flow Restrictors:

Every reverse osmosis unit has a device called a flow restrictor that determines the amount of

water that flows to drain. In general, the flow restrictor must be sized to fit the membrane

production size. The flow to drain is usually about four times the membrane production

rating, although the drain flow ratio often decreases a bit as membranes get larger.

 Osmosis Tank:

Water is stored in a bladder, made of a material called butyl. When there is a demand for

water, the water is pushed out of the tank's bladder by air press

ure.
In the picture, the stem at the top of the tank is where water both enters and leaves the tank.

The blue cap on the front near the bottom covers a standard Schroeder air valve, like the

valve on a bicycle or automobile tire. This is where air is pumped into the tank. The air valve

on some tanks is in a different place, so you may have to look for it. In older Amtrol tanks,

the air valve is located inconveniently on the bottom of the tank.

When the RO tank is empty of water, it should have a pressure of five to 10 psi air. As water

is forced into the tank by operation of the RO unit, pressure inside the tank increases.

Standard RO units have a hydraulic shutoff valve that stops production of water when the

pressure in the tank reaches approximately 2/3 of the pressure of the tap water that supplies

the RO unit. Thus, if your city water pressure is 60 psi, the RO unit will fill the storage tank

to around 40 psi before shutoff. If, however, your city pressure is only 50 psi, the RO unit

will stop filling the tank when the pressure in the tank reaches a bit over 30 psi.

 Diaphragm Booster Pump:

Booster pumps provide reliable inlet pressure for efficient membrane utilization. These

pumps are capable of continuous duty and are effective for recirculation based applications

as
well. They are ideally suited to work with hydro-pneumatic storage systems but are

compatible with most hydraulic shut-off valves also.

These pumps are commonly used with one or more flow control components including:

pressure switches, tank level controllers, or electronic shut-off valves. A typical “RO Kit”

includes a booster pump, pressure switch, and transformer

ANALYSIS OF DATA AND INTERPRETATION OF RESULTS

Table #1: Table showing the distribution of respondents “Educational Qualification”

CONCEPT: Educational qualification.

IMPORTANCE: To assess the educational qualification of the respondents at RIPL.

SLNO QUALIFICATION RESPONDENTS PERCENTAGE

A SSLC/PUC 0 0%
B ITI 0 0%
C DIPLOMA 7 12%
D GRADUATION/PG 20 33%
E ENGINEERING 33 55%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that out of 60 respondents, 7 respondents, i.e., 12% of

the respondents are diploma holders, 20 i.e., 33% of the respondents are graduates /post

graduates, 33 i.e., 55% of the respondents are engineers and there are no respondents

belonging to the SSLC/PUC and ITI category.

Graph #1: Graph showing the distribution of respondents “Educational Qualification”

60%
55%

50%

40%

33%
SSLC/PUC
30%
ITI DIPLOMA
GRADUATION/PG
ENGINEERING
20%

12%
10%

0% 0%
0%

Interpretation:

From the above analysis, it is found that the maximum numbers of respondents are engineers.

From this it is clear that the company recruits engineers the most. From the study it also came

to know that the company especially prefers mechanical engineers.

\
Table #2: Table showing the distribution of respondents “Age group”

CONCEPT: Age group of respondents.

IMPORTANCE: To ascertain the age group of the respondents at RIPL

SLNO AGE GROUP RESPONDENTS PERCENTAGE

A 20 – 30 42 70%
B 30 – 40 12 20%
C 40 – 50 6 10%
D 50 and above 0 0%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that out of 60 respondents, 42 respondents, i.e., 70%

of the respondents are under the age group 20 – 30 years, 12 respondents, i.e., 20% of

respondents falls under the group 30 – 40 years, 6 respondents, i.e., 10% of respondents falls

under the group 40 – 50 years and there are no respondents under the age group 50 years and

above.
Graph #2: Graph showing the distribution of respondents “Age Group”

80%

70%
70%

60%

50%
20 – 30

40% 30 – 40
40 – 50

30% 50 and above

20%
20%

10%
10%

0%
0%
20 – 30 30 – 40 40 – 5050 and above

Interpretation:

From the above analysis, it is found that the maximum numbers of respondents are from the

age group 20 – 30 years. This reveals that the company has good, young and talented

employees.
Table #3: Table showing the distribution of respondents “Level of Experience”

CONCEPT: Experience of respondents.

IMPORTANCE: To measure the level of experience of respondents in their job.

SLNO EXPERIENCE RESPONDENTS PERCENTAGE

A Up to 3 years 33 55%
B 3 – 6 years 9 15%
C 6 – 10 years 14 23%
D 10 – 15 years 4 7%
E 15 years & above 0 0%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that out of 60 respondents, 33 respondents, i.e., 55%

of respondents have up to 3 years experience, 9 respondents, i.e., 15% of respondents have 3

to 6 years of experience, 14 respondents, i.e., 23% of respondents have 6 to 10 years

experience, 4 respondents, i.e., 7% of respondents have 10 to 15 years experience, and there

are no respondents having 15 years and above experience.

Graph #3: Graph showing the distribution of respondents “Level of Experience”

60%
55%

50%

40%
Up to 3 years
3 – 6 years
30%
6 – 10 years
23%
10 – 15 years
20%
15% 15 years & above

10% 7%

0%
0%
Up to 3 3 – 6 years 6 – 10 10 – 15 15 years &
years years years above

Interpretation:

From the above analysis, it is found that the maximum numbers of respondents are having up
to 3 years of experience, and few of them are having above 3 to 15 years of experience. This
infers that the company has recruited most of the respondents in recent years and it also
reveals that there are no respondents having 15 years and above experience.
Table #4: Table showing the distribution of respondents “Range of Income”

CONCEPT: Classification of income among the respondents.

IMPORTANCE: To know the range of income among the respondents at RIPL.

SLNO INCOME RESPONDENTS PERCENTAGE

A Below 5000 4 7%
B 5000 – 8000 18 30%
C 8000 – 15000 21 35%
D 15000 – 30000 11 18%
E 30000 & above 6 10%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that out of 60 respondents, 4 respondents, i.e., 7% of

the respondents fall under the income group below 5000, 18 respondents, i.e., 30% of

respondents fall under the group 5000 to 8000, 21 respondents, i.e., 35% of respondents

under the group 8000 to 15000, 11 respondents i.e., 18% of respondents under the group

15000 to 30000 and 6 respondents i.e., 10 % of the respondents fall under the income group

30000 and above.

Graph #4: Graph showing the distribution of respondents “Monthly Income”

40%

35%
35%

30%
30%

25%
Below 5000
5000 – 8000
20% 18% 8000 – 15000
15000 – 30000
15% 30000 & above

10%
10%
7%

5%

0%
Below5000 –8000 –15000 –30000 &
500080001500030000above

Interpretation:

From the above analysis, it is found that the maximum numbers of respondents fall under the
income group 8000 and above and only few of them under the group below 5000. From this it
is clear that the respondents are thorough satisfied with their remuneration.
Table #5: Table showing the distribution of respondents towards monetary benefits
provided by the company.

CONCEPT: Monetary benefits provided to the respondents.

IMPORTANCE: To know the respondents opinions towards the monetary benefits provided by the
company.

SLNO MONETARY BENEFITS SATISFIED DISSATISFIED

No’s % No’s %

1 Regular annual increment 40 67% 20 33%

2 Special basic 39 65% 21 35%

3 DA 38 63% 22 37%

4 HRA 41 68% 19 32%

5 Conveyance allowance 40 67% 20 33%

6 Medical allowance 40 67% 20 33%

Analysis:

The analysis of the above table reveals that about 68% of the respondents are satisfied and

32% are dissatisfied with the Regular annual increment, Special basic, DA, HRA, TA,

Conveyance allowance, Attendance bonus, Leave encashment, Festival advance, Medical

allowance, education allowance and about 75% of them are satisfied and 25% are dissatisfied

with the Lunch allowance and Salary advance provided by the company.
Graph #5: Graph showing the distribution of respondents towards monetary benefits provided
by the company.

80%
67% 68% 67% 67%
70% 65% 63%
60%
50%
40%
35% 37%
33% 32% 33% 33%
30%
20%
10%
0%

Regular annual Special basic DA HRA ConveyanceMedical

increment allowanceallowance

Interpretation:

From the above analysis, it is found that the maximum numbers of respondents are satisfied
with the monetary benefits provided by the company and very few respondents are
dissatisfied with the monetary benefits. From this it is clear that the company is providing
very good monetary benefits to its employees.
Table #6: Table showing the distribution of respondents to the frequency (time period)
of performance appraisal.

CONCEPT: Consideration of Performance appraisal for promotion and the frequency or time
period of its consideration.

IMPORTANCE: To know whether performance appraisal is considered for promotion and if yes
how frequently it is considered.

SLNO OPTIONS RESPONDENTS PERCENTAGE

A Yearly 41 68%
B Every year 7 12%
C 5 years 8 13%
D Not transferred 4 7%
E No 0 0%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that all most all of 60 respondents says that

performance appraisal is considered for promotion and 41 respondents i.e., 68% of

respondents says that performance appraisal is considered yearly, 7 respondents i.e., 12% of

them says that PA is considered every year, 8 respondents i.e., 13% of respondents says that

PA is considered for 5 years and 4 respondents i.e., 7% of respondents says that PA does not

transfer for promotion.

Graph #6: Graph showing the distribution of respondents to the frequency (time
period) of Performance appraisal.

80%

70%68%

60%

50%
Yearly
Every year
40%
5 years
Not transferred No
30%

20%

12% 13%

10% 7%

0%
0%
Yearly Every year5 years Not No
transferred

Interpretation:

From the above analysis, it is found that the almost all the respondents says that performance

appraisal is considered for promotion and maximum numbers of respondents agree that it is

considered yearly and only few of them agree that performance appraisal is not transferred

for promotion..
Table #7: Table showing the distribution of respondent’s opinion towards the means
considered for promotion.

CONCEPT: Mean of giving Promotion.

IMPORTANCE: To know the means through which the respondent’s performance is appraised.

SLNO OPTIONS PROVIDED RESPONDENTS PERCENTAGE

A Performance approach 16 27%
B Service period 9 15%
C High qualification 4 7%
D Attendance records 4 7%
E Conduct records 4 7%
F All the above 23 37%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that out of 60 respondents, 16 respondents i.e., 27% of

them agree that performance approach is considered for promotion, 9 respondents i.e., 15%

of respondents agree on service period, 4 respondents i.e., 7% of respondents agree on high

qualification, attendance records and conduct records respectively and 23 respondents i.e.,

37% of respondents agree that all the above are considered for promotion.
Graph #7: Graph showing the distribution of respondent’s opinions towards the means
considered for promotion.

40%
37%

35%

30%
27%

25%

20% Performance approach

Service period High qualification
15% Attendance records Conduct records
15% All the above

10%
7% 7% 7%

5%

0%

Interpretation:

From the above analysis, it is found that the maximum numbers of respondents agree that
performance approach is considered for promotion and most of the respondents prefer that all
the other factors such as service period, high qualification attendance records, conduct
records including performance are considered for promotion.
Table #8: Table showing the distribution of respondent’s opinion towards their job.

CONCEPT: Job Satisfaction of the respondents.

IMPORTANCE: To know the level of Job satisfaction of the respondents.

SLNO OPTIONS PROVIDED RESPONDENTS PERCENTAGE

A Yes 35 58%
B No 6 10%
C To some extent 19 32%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that out of 60 respondents, 35 respondents i.e., 58% of

respondents are satisfied with their job, 6 respondents i.e., 10% of respondents are not

satisfied with their job and 19 respondents i.e., 32% of the respondents are satisfied to some

extent with their existing jobs.

Graph #8: Graph showing the distribution of respondent’s opinion towards their job.

70%

60%58%

50%

40%
Yes
32% No
To some extent
30%

20%

10%
10%

0%
Yes No To some extent

Interpretation:

From the above analysis, it is found that the maximum numbers of respondents are satisfied
with their job, and some of them are satisfied to some extent and only few of the respondents
are dissatisfied with their jobs because of the factors such as low pay scale, unfavorable
working conditions and lack of performance appraisal.
.Table #9: Table showing the distribution of respondents towards their level of satisfaction
among various departments.

CONCEPT: Job satisfaction in departments.

IMPORTANCE: To identify the level of job satisfaction among the respondents in various
departments

SLNO OPTIONS RESPONDENTS PERCENTAGE

A Purchase 6 10%
B Operations 23 38%
C Quality 4 7%
D Internal sales 14 23%
E Finance 8 13%
F Others 5 9%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that out of 60 respondents, 6 of them i.e., 10% of the

respondents prefer Purchase department for getting 100% job satisfaction, 23 respondents

i.e., 38% prefer Operations department, 4 respondents i.e., 7% prefer Quality department, 14

respondents i.e., 23% prefer Internal sales, 8 respondents i.e., 13% prefer finance department,

and 5 respondents, i.e., 9% of respondents prefer other departments for getting 100% job

satisfaction.
Graph #9: Graph showing the distribution of respondents towards their level of
satisfaction among various departments.

40%38%

35%

30%

25% Purchase
23%
Operations Quality Internal sales Finance
Others
20%

15% 13%
10%
10% 9%
7%

5%

0%
Purchase OperationsQuality Internal FinanceOthers
sales

Interpretation:

From the above analysis, it is found that the maximum numbers of respondents are satisfied

working in operations department. This is because of various sub- departments such as

planning, designing, programming within the operations department that provides employees

the knowledge about various jobs. Doing a same kind of job each time may bore employees.

Therefore it is preferred to provide job rotation for the employees to get job satisfaction to at

least to some extent. Few other departments preferred by the respondents are Excise

department, External sales department, HR and Administration.

Table #10: Table showing the distribution of respondents towards their opinion
regarding transfer (frequency of transfer) from one department to the other
department.

CONCEPT: Transfer of employees.

IMPORTANCE: To know the frequency of employees transfer from one department to the other
department within the company.

SLNO EXPERIENCE RESPONDENTS PERCENTAGE

A Very frequently 8 13%
B 1 to 2 years 5 8%
C 2 years and above 10 17%
D Not transferred so far 37 62%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that out of 60 respondents, 8 respondents i.e., 13% of
them are transferred very frequently, 5 respondents i.e., 8% of them are transferred for 1 to 2
years, 10 of them i.e., 17% of respondents are transferred after 2 years and above and 37
respondents i.e., 62% of the respondents are not transferred so far.
Graph #10: Graph showing the distribution of respondents towards their opinion
regarding transfer (frequency of transfer) from one department to the other
department.

70%
62%
60%

50%

40% Very frequently

to 2 years
years and above Not transferred so far
30%

20%

10%

0%
Very frequently1 to 2 years2 years andNot transferred
aboveso far

Interpretation:

From the above analysis, it is found that the maximum numbers of respondents are not
transferred so far. This may be due to give more experience to the employees in particular
task/job. Very few of them prefer other options and this may be due to their resistance to
change and they may find difficult to accustom to the changed job as well as the
environment.
Table #11: Table showing the distribution of respondents according to their opinion
towards transfer process.

CONCEPT: Respondents attitude towards transfer process.

IMPORTANCE: To measure respondent’s level of attitude towards transfer process.

SLNO OPTIONS RESPONDENTS PERCENTAGE

A Yes 27 45%
B No 33 55%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that out of 60 respondents, 27 respondents i.e., 45% of

respondents agree that transfer creates problem in working environment and remaining 33

respondents i.e., 55% agree that transfer doesn’t create any problem in the working

environment
Graph #11: Graph showing the distribution of respondents “Educational Qualification”

Interpretation:

From the above analysis, it is found that the maximum numbers of respondents agree that

transfer does not create any problem in working environment and remaining of them say that

transfer creates problem due to few reasons such as getting accustom to new environment

will be difficult, job skills will vary, and creates confusion.

Table #12: Table showing the distribution of respondents according to their opinion
towards the relationship between management and employees.

CONCEPT: Relationship between Management and Employees.

IMPORTANCE: To know the existing relationship between the employees and the management in
the company.

SLNO OPTIONS RESPONDENTS PERCENTAGE

A Cordial 26 43%
B Adjustable 28 47%
C Poor 6 10%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that out of 60 respondents, 26 respondents i.e., 43% of

them agree that the relationship between the management and the employees is cordial, 28

respondents i.e., 47% of respondents agree that the relationship is adjustable and only 6

respondents i.e., 10% of respondents agree that the relationship between them and the

management is poor.
Graph #12: Graph showing the distribution of respondents according to their opinion towards
the relationship between management and employees.

No of respondents
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%

Cordial Adjustable Poor

Interpretation:

From the above analysis, it is found that the maximum number of respondents agree that the

relationship between them and the management is cordial and adjustable and only few of

them says that the relationship is poor due to reasons such as inadequate wage & salary, poor

incentives, improper basic facilities and improper working conditions, improper handling of

grievances, poor welfare facilities, poor incentives, etc.

Table #13: Table showing the distribution of respondents according to their opinion
towards the factors influencing for fixation of wage and salary structure.

CONCEPT: Factors in fixation of wage and salary structure.

IMPORTANCE: To know the factors which influences in fixation of the wage and salary of the
employees.

SLNO OPTIONS RESPONDENTS PERCENTAGE

A Company ability to pay 15 25%
B The cost of living 11 18%
C Trade union bargaining 0 0%
D Supply & demand of labor 3 5%
E Company total output 19 31%
F Job risk 7 12%
G Wage & salary in other firms 5 9%
H Others 0 0%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that out of 60 respondents, 15(25%) of them prefer

company ability to pay, 11(18%) prefer the cost of living, 3(5%) prefer supply & demand of

labor, 19 (31%) prefer company total output, 7(12%) prefer job risk and 5(9%) of them prefer

wage and salary level in other firms.

Graph #13: Graph showing the distribution of respondents according to their opinion
towards factors influencing for fixation of wage and salary structure.

35%
31%
30%

25%
25%

20% 18% Company ability to pay

The cost of living
Trade union bargaining Supply & demand of labor Company total outp
15% Job risk
12% Wage & salary in other firms Others

10% 9%

5%
5%

0% 0%
0%

Interpretation:

From the above analysis, it is found that the maximum numbers of respondents agree that the

company’s total output, company ability to pay, cost of living, job risk and wage and salary

level in other firms plays a vital role in fixation of wage and salary structure of the

employees.
Table #14: Table showing the distribution of respondents according to their opinion
towards the tools of motivation.

CONCEPT: Tools of Motivation.

IMPORTANCE: To know whether rewards and incentives provided by the company motivates the
employees to work efficiently.

SLNO OPTIONS RESPONDENTS PERCENTAGE

A Yes 48 80%
B No 12 20%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that out of 60 respondents, 48 (80%) respondents

agree that rewards and incentives provided by the company motivates them to work

efficiently and effectively and only 12(20%) of the respondents says that rewards and

incentives does not motivate them.

Graph #14: Graph showing the distribution of respondents according to their opinion towards
the tools of motivation.

90%
80%
80%

70%

60%

50%
Yes
40% No

30%
20%
20%

10%

0%
Yes No

Interpretation:

From the above analysis, it is found that the maximum numbers of respondents agree that

rewards and incentives provided by the company motivates them to work efficiently and

effectively and only few of the respondents says that rewards and incentives does not

motivate them.
Table #15: Table showing the distribution of respondents according to their opinion
towards the frequency of providing rewards and incentives by the company.

CONCEPT: Time period of providing rewards and incentives to the employees.

IMPORTANCE: To know that how frequently the company is providing rewards and incentives to
the employees.

SLNO OPTIONS RESPONDENTS PERCENTAGE

A Very frequently 9 15%
B Every year 32 53%
C 2 to 3 years 4 7%
D Uncertain 15 25%
TOTAL 60 100%

Analysis:

The analysis of the above table reveals that out of 60 respondents, 9 respondents i.e., 15% of

respondents says that rewards and incentives are provided very frequently, 32 i.e., 53% of

them says that they are provided every year, 4 i.e., 7% 2 to 3 years and 15 respondents i.e.,

25% of them says that rewards and incentives are uncertain.

Graph #15: Graph showing the distribution of respondents “Educational Qualification”

60%

53%

50%

40%

Very frequently
30% Every year
25% 2 to 3 years Uncertain

20%
15%

10% 7%

0%
Very Every year 2 to 3 yearsUncertain
frequently

Interpretation:

From the above analysis, it is found that the maximum numbers of respondents agree that the

company provides them rewards and incentives every year and very frequently. Getting

rewards and incentives depends on the employee how well he/she performs the given task

efficiently. The analysis makes it clear that most of the employee works towards achieving

productivity (organizational goals) as well as getting rewards and incentives (individual

goals).
 SUMMARY OF FINDINGS

 12% of the respondents are diploma holders, 33% of the respondents are graduates
/postgraduates, 55% of the respondents are engineers and there are no respondents
belonging to the SSLC/PUC and ITI category. It is clear that most of the employees are
engineers (mechanical engineers)
 70% of the respondents are under the age group 20 – 30 years, 20% of respondents falls
under the group 30 – 40 years, 10% of respondents falls under the group 40 – 50 years
and there are no respondents under the age group 50 years and above. From this it is
observed that most of the employees are young people.
 55% of respondents have up to 3 years experience, 15% of respondents have 3 to 6 years
of experience, 23% of respondents have 6 to 10 years experience, 7% of respondents have
10 to 15 years experience, and there are no respondents having 15 years and above
experience. From this it is clear that the employees are having minimum years of
experience in their jobs and each employee work in a team spirit and are self-motivated.
 7% of the respondents fall under the income group below 5000, 30% of respondents fall
under the group 5000 to 8000, 35% of respondents under the group 8000 to 15000, 18%
of respondents under the group 15000 to 30000 and 10 % of the respondents fall under
the income group 30000 and above. From this it is observed that the employees are in
average income level.
 68% of the respondents are satisfied and 32% are dissatisfied with the Regular annual
increment, Special basic, DA, HRA, TA, Conveyance allowance, Attendance bonus,
Leave encashment, Festival advance, Medical allowance, education allowance and about
75% of them are satisfied and 25% are dissatisfied with the Lunch allowance and Salary
advance provided by the company. It is clears that most of the

Employees are satisfied with the monetary benefits provided by the company. Most of
the employees are satisfied with the perks that are provided by the company.
 68% of respondents says that performance appraisal is considered yearly, 12% of them
says that PA is considered every year, 13% of respondents says that PA is considered for
5 years and 4 respondents i.e., 7% of respondents says that PA does not transfer for
promotion. It is observed that performance appraisal is considered frequently for
promotion and the employees are satisfied since their performance is recognized.
 27% of them agree that performance approach is considered for promotion, 15% of
respondents agree on service period, 7% of respondents agree on high qualification,
attendance records and conduct records respectively and 37% of respondents agree that
all the above are considered for promotion.
 58% of respondents are satisfied with their job, 10% of respondents are not satisfied with
their job and 32% of the respondents are satisfied to some extent with their existing jobs.
From this it is observed that the job satisfaction of the employees is good.
 10% of the respondents prefer Purchase department for getting 100% job satisfaction,
38% prefer Operations department, 7% prefer Quality department, 23% prefer Internal
sales, 13% prefer finance department, and 9% of respondents prefer other departments
like external sales, excise department, HR and administration for getting 100% job
satisfaction. It was observed that the employees of the particular department are well
versed with their activities and responsibilities. Communications between the departments
within the company have strongly built the good relationship and understanding between
the employees, this has reduced their interpersonal conflicts.
 3% of them are transferred very frequently, 8% of them are transferred for 1 to 2 years,
17% of respondents are transferred after 2 years and above and 62% of the respondents
are not transferred so far.

 45% of respondents agree that transfer creates problem in working environment and
remaining 55% agree that transfer doesn’t create any problem in the working
environment.
 43% of them agree that the relationship between the management and the employees is
cordial, 47% of respondents agree that the relationship is adjustable and 10% of
respondents agree that the relationship between them and the management is poor.
 25% of them prefer company ability to pay, 18% prefer the cost of living, 5% prefer
supply & demand of labour, 31% prefer company total output, 12% prefer job risk and
9% of them prefer wage and salary level in other firms.
 80% respondents agree that rewards and incentives provided by the company motivates
them to work efficiently and effectively and only 20% of the respondents says that
rewards and incentives does not motivate them.
 15% of respondents says that rewards and incentives are provided very frequently, 53%
of them says that they are provided every year, 7% 2 to 3 years and 25% of them says that
rewards and incentives are uncertain.
 25% respondents agree that the wage policy of the company is very good when compare
with that of others, 38% respondents agree that it is good, 28% respondents agree that it is
average and only 9% of them agree that the wage policy followed by the company is poor
when compare with that of others.
 15% of the respondents agree that wage and salary administration technique followed by
the company is good, 38% of the respondents agree that it is satisfied, 40% of the
respondents agree that it is average and only 7% of respondents agree that they are not
satisfied with the wage and salary administration technique followed by the company.

SUGGESTIONS AND RECOMMENDATIONS

 Rewards should be given depending upon the performance of their employees.

 Self – appraisal should be encouraged.
 Opportunities should be given for new enthusiastic and creative people to contribute
their best in development of company’s growth.
 Training and development programs play a vital role in employee’s performance, for
getting best results it is suggested to conduct programs frequently. The superiors have
to take feedback and also have to rate the performance after training.
 It is suggested to consider not only the performance but also service period,
qualification; attendances records and conduct records for promotion.
 Though the management involves the workers participation, it should also look
towards the improvement of working condition, providing adequate and attractive
wage and salary, proper basic facilities and proper settlement of grievances, which
helps in building good relationship between the employees and the management.
 It is found that rewards and incentives plays vital role in motivating the employees,
therefore it is suggested to provide good rewards and incentives to the employees.
 Employees who undergo probationary period should be provided by monetary
benefits.

Conclusion

From the present study it can be concluded that the employees are satisfied with the
present wage and salary administration followed by the company. Employees feel that the
present wage and salary payment system will induce them to improve their productivity
as well as their level of job satisfaction will be increased to the greater extent.

Though the majority of the employees feel that present rewards and incentives system is
effective, some of them feel that this motivational tool should be upgraded. The
employees are quote uncomfortable with the transferring problem in company as such it
affects the working environment and creates problem.

Wage and salary administration system of the company is an effective technique for
paying the employees, which include performance appraisal, service period, qualification,
attendance and conduct records of the employees and the monetary benefits provided by
the company. Totally the wage and salary administration of the company was rated as
best by the employees.
 ANNEXURE

QUESTIONNAIRE

Respected Sir/Madam,

I, ., student of BBM from SREE VENKATESHWARA COLLEGE OF

SCIENCE AND MANAGEMENT STUDIES, Bangalore, have taken up a project titled
“Wage and Salary Administration at power water tech private limited, k r puram, bang lore”

This study through questionnaire is purely for academic purpose, hence I kindly request you
to cooperate in this regard. I would be thankful to you, if you spare few minutes to fill this
questionnaire with keen interest. Your opinion will be used only for academic purpose and
will be kept confidential.

1. Name:

2. Designation:

3. Department:

4. Educational Qualification:
A. SSLC/PUC ( )
B. ITI ( )
C. DIPLOMA ( )
D. GRADUATION/POST GRADUATION ( )
E. ENGINEERING ( )
Please specify……………………………………
5. Age:

A. 20 – 30 years ( )
B. 30 – 40 years ( )
C. 40 – 50 years ( )
D. 50 and above ( )

6. Experience:
A. Up to 3 years ( )
B. 3 – 6 years ( )
C. 6 – 10 years ( )
D. 10 – 15 years ( )
E. 15 years and above ( )

7. Income:
A. Below 5000 ( )
B. 5000 – 8000 ( )
C. 8000 – 15000 ( )
D. 15000 – 30000 ( )
E. 30000 and above ( )

8. Nature of employment:
A. Permanent ( )
B. Temporary ( )
C. Contract ( )
D. Apprentice ( )
E. Other (Please specify) ……………………………..
9. What are the monetary benefits that are being provided at present?

MONETARY BENEFITS SATISFIED DISSATISFIED

1.Regular annual increment
2. Special basic
3. DA
4. HRA
5. TA
6. Conveyance allowance
7. Shift allowance
8. Attendance bonus
9. Leave encashment
10. Festival advance
11. Lunch allowance
12. Salary advance
13. Medical allowance
14. Education allowance
15. Overtime (OT) Pay
16. Others (Please specify)

10. Is Performance Appraisal considered for promotion?

A. Yes ( )
B. No ( )
If yes, how frequently?
a. Yearly ( )
b. Every year ( )
c. 5 years ( )
d. Not transferred ( )
11. What are the criteria considered for promotion?
A. Performance approach ( )
B. Service period ( )
C. High qualification ( )
D. Attendance record ( )
E. Conduct records ( )
F. All the above ( )

12. Are you satisfied with your job?

A. Yes ( )
B. No ( )
C. To some extent ( )
If no, Why?
a. Unfavorable working condition ( )
b. Low pay scale ( )
c. Lack of performance appraisal ( )
d. All the above ( )

13. Which department you prefer to work for going 100% job satisfaction?
A. Purchase department ( )
B. Operations department ( )
C. Quality assurance department ( )
D. Internal sales ( )
E. Finance department ( )
F. Others (Please specify)……………………………………………..

14. How frequently you will be shifted from one department to another department?
A. Very frequently ( )
B. 1 to 2 years ( )
C. 2 and above ( )
D. Not transferred so far ( )
15. Do the transfer create problem in working environment.
A. Yes ( )
B. No ( )
If yes, Please give reason:
a. Getting accustom to new environment ( )
b. Job skill varies ( )
c. Create confusion ( )
16. How you rate the relationship between management and employees?
A. Cordial ( )
B. Adjustable ( )
C. Poor ( )
D. Please specify the reason,
a. Inadequate wage and salary ( )
b. Denial or delay in promotion ( )
c. Poor incentives ( )
d. Improper basic facilities ( )
e. Non participation ( )
f. Improper working condition ( )
g. Improper handling of grievances ( )
h. Poor welfare facilities ( )
i. Others (Please specify)……………………………
17. What according to you is the important factor influencing for fixation of wage and salary
structure?
A. Company ability to pay ( )
B. The cost of living ( )
C. Trade union bargaining ( )
D. Supply and demand of labor ( )
E. Company total output ( )
F. Job risk ( )
G. Wage and salary level in other firm ( )
H. Others (Please specify)…………………………………
18. Do you feel that rewards and incentives are indispensable to motivate the works?
A. Yes ( )
B. No ( )
If no, please specify the reason………………………………..

19. How frequently the organization is providing reward and incentives?

A. Very frequently ( )
B. Every year ( )
C. 2 to 3 year ( )
D. Uncertain ( )

21. When is your Wage and Salary revised?

A. Yearly ( )
B. Once in two years ( )
C. Once in five years ( )
D. Once in ten years ( )

22. How do you rate the Wage Policy of your company in comparison with that of others?
A. Excellent ( )
B. Very good ( )
C. Good ( )
D. Average ( )
E. Poor ( )

23. Will the employees who undergo probationary period get any monitory benefit?
A. Yes ( )
B. No ( )
24. Are you satisfied with the wage and salary administration technique followed by your
company?
A. Good ( )
B. Satisfied ( )
C. Average ( )
D. Not satisfied ( )

25. Are you entitled for the above schemes?

A. Provident Fund ( )
B. Government Insurance Scheme ( )
C. Employee Pension Scheme ( )
D. Labour Welfare Fund Scheme ( )
E. Co-operative Societies ( )
F. Others (Please specify)……………………………………

26. Which is the system adopted by the company for wage and salary administration process?
A. Computerized ( )
B. Cash payment system ( )
C. Banking system ( )
D. Contract system ( )

27. What are the general problems you come across in the organization with related to wage
and salary?

28. Any suggestion for further improvement, please specify.

Thank you for your kind co-operation and for spending your valuable time
 BIBLIOGRAPHY

The sources which enabled to accomplish the project as below:-

Title of the book’s Authors

1. Human resource management Shashi K. Gupta

Rosy Joshi

SubbaRao,

Himalaya publishing house

2. Personal management G.B. Mamoria

S.V. Gankar

3. Human resource management K. Ashwathappa

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