An Summer Internship Report

On
“TOSTUDY EMPLOYEE SATISFACTION WITH
REGARDS TO HR POLICIES AT THE P.R.
Education Solution Pvt Ltd ”
Submitted in partial fulfilment of the requirement for the
award of degree of
Master of Business Administration
Session 2015-2018
Under the supervision of: Submitted by:
Mr. RAM SINGH Mohit
MBA 2nd Year
20001532031

Deenbandhu Chhotu Ram University of Science

and Technology, Murthal

DECLARATION
This is to certify that I Mohit student of Panipat Institute of Engineering & Technology
studying in MBA 2nd Semester, Roll No. – 20001532031 has prepared a project report entitled
“TO study employee satisfaction with regards to hr policies ” for the partial fulfilment of
degree of Master of Business Administration from Deenbandhu Chhotu Ram University of
Science and Technology, Murthal.
I hereby declare that the project report submitted to the Kurukshetra University, Kurukshetra is a
record of an original work done by me.
The matter presented in this project work has not been submitted by me for the award of any
Degree or diploma/ associate ship / fellowship and similar degree or any other institute.

Signature of Candidate
MANISH
5874154

ACKNOWLEDGEMENT
Gratitude of highest order is expressed to Dr. Yoginder Kataria (Head & Associate Professor) for
encouragement and support during my project. His care, endless support and trust motivate me
for opportunity to achieve. This project could not be completed without his insight and achieve.
I am neither expert nor a trend spotter. I am a management student with foundations of
management principles and theories who is keen in different industries, it's happening mainly in
P.R. Education Solution.
I am highly obliged to Mr. Satyender Man, my prime internal guide for his invaluable support;
guidance and knowledge that he has shared with me thereby aiding me in making this project a
success along with other employees who provided their utmost working knowledge, which has
broaden my area of interest and benefited mostly in completing the project.
I am highly grateful to my project guide Ms. Shilpa Sardana, Assistant Professor, BBA, PIET
for her inspiring guidance and blessings for fulfilling the project report. I am very grateful to Ms.
Shilpa Sardana for her research advice, knowledge and many insightful discussion and
suggestions.
Lastly I thank faculty and staff members of D.C.R.U.S.T. Murthal which gave me an opportunity
regarding training purpose and helped me in building some experience in my career.

SIGNATURE OF CANDIDATE
MOHIT
5874154
 INDEX
Chapter No.
Topic
Page No.
Chapter 1
INTRODUCTION
• Introduction to the Industry
• Introduction to the Company
• Introduction to the Topic

CHAPTER 2
LITERATURE REVIEW

Chapter 3

chapter 4
RESEARCH METHODOLOGY
3.0) Research methodology
3.1)Statement of the problem
3.2) Justification of the study
3.3) Objectives of the study
3.4) Scope of the study
3.5 ) Research design
3.6)Collection of data
3.7) Sources of data collection
3.8)Sampling technique
3.9)Analytical tool used in study
3.10)Limitations of study

ANALYSIS AND INTERPRETATION

chapter 5
FINDINGS, SUGGESTION & CONCLUSION
5.1) Findings
5.2)Conclusion 5.3) Suggestion

BIBLIOGRAPHY/ References

CHAPTER – 1
INTRODUCTION

• INTRODUCTION TO INDUSTRY

EXPORT and TEXTILE INDUSTRY

The term export means shipping the goods and services out of the port of a country. The seller of
such goods and services is referred to as an "exporter" and is based in the country of export
whereas the overseas based buyer is referred to as an "importer". In International Trade,
"exports" refers to selling goods and services produced in the home country to other markets.
Export of commercial quantities of goods normally requires involvement of the customs
authorities in both the country of export and the country of import. The advent of small trades
over the internet such as through Amazon and eBay have largely bypassed the involvement of
Customs in many countries because of the low individual values of these trades. Nonetheless,
these small exports are still subject to legal restrictions applied by the country of export. An
export's counterpart is an import.

1.1.1 HISTORY

The theory of international trade and commercial policy is one of the oldest branches of
economic thought. Exporting is a major component of international trade, and the
macroeconomic risks and benefits of exporting are regularly discussed and disputed by
economists and others. Two views concerning international trade present different perspectives.
The first recognises the benefits of international trade. The second concerns itself with the
possibility that certain domestic industries (or labourers, or culture) could be harmed by foreign
competition.

1.1.2 PROCESS

Methods of export include a product or good or information being mailed, hand-delivered,

shipped by air, shipped by vessel, uploaded to an internet site, or downloaded from an internet
site. Exports also include the distribution of information that can be sent in the form of an email,
an email attachment, a fax or can be shared during a telephone conversation.

1.1.3 Barriers

Trade barriers are generally defined as government laws, regulations, policy, or practices that
either protect domestic products from foreign competition or artificially stimulate exports of
particular domestic products. While restrictive business practices sometimes have a similar
effect, they are not usually regarded as trade barriers. The most common foreign trade barriers
are government-imposed measures and policies that restrict, prevent, or impede the international
exchange of goods and services.
1.1.4 Strategies
International agreements limit trade in, and the transfer of, certain types of goods and
information e.g. goods associated with weapons of mass destruction, advanced
telecommunications, arms and torture, and also some art and archaeological artefacts. Examples
include Nuclear Suppliers Group - limiting trade in nuclear weapons and associated goods
(currently only 45 countries participate), The Australia Group - limiting trade in chemical &
biological weapons and associated goods (currently only 39 countries), Missile Technology
Control Regime - limiting trade in the means of delivering weapons of mass destruction
(currently only 34 countries) and The Wassenaar Arrangement - limiting trade in conventional
arms and technological developments (currently only 40 countries).
1.1.5 Tariffs
A tariff is a tax placed on a specific good or set of goods exported from or imported to a country,
creating an economic barrier to trade. Usually the tactic is used when a country's domestic output
of the good is falling and imports from foreign competitors are rising, particularly if there exist
strategic reasons for retaining a domestic production capability.
Some failing industries receive a protection with an effect similar to a subsidies in that by
placing the tariff on the industry, the industry is less enticed to produce goods in a quicker,
cheaper, and more productive fashion. The third reason for a tariff involves addressing the issue
of dumping. Dumping involves a country producing highly excessive amounts of goods and
dumping the goods on another foreign country, producing the effect of prices that are "too low".
Too low can refer to either pricing the good from the foreign market at a price lower than
charged in the domestic market of the country of origin.The other reference to dumping relates or

refers to the producer selling the product at a price in which there is no profit or a loss. The
purpose (and expected outcome) of the tariff is to encourage spending on domestic goods and
services. Protective tariffs sometimes protect what are known as infant industries that are in the
phase of expansive growth. A tariff is used temporarily to allow the industry to succeed in spite
of strong competition. Protective tariffs are considered valid if the resources are more productive
in their new use than they would be if the industry had not been started.
1.1.6 Subsidies
To subsidise an industry or company refers to, in this instance, a governmental providing
supplemental financial support to manipulate the price below market value. Subsidies are
generally used for failing industries that need a boost in domestic spending. Subsidising
encourages greater demand for a good or service because of the slashed price. The effect of
subsidies deters other countries that are able to produce a specific product or service at a faster,
cheaper, and more productive rate. With the lowered price, these efficient producers cannot
compete. The life of a subsidy is generally short-lived, but sometimes can be implemented on a
more permanent basis. The agricultural industry is commonly subsidised, both in the United
States, and in other countries including Japan and nations located in the European Union (EU).
Critics argue such subsidies cost developing nations $24 billion annually in lost income
according to a study by the International Food Policy Research Institute, a D.C. group funded
partly by the World Bank. However, other nations are not the only economic 'losers'. Subsidies in
the U.S. heavily depend upon taxpayer dollars. In 2000, the U.S. spent an all-time record $32.3
billion for the agricultural industry. The EU spends about $50 billion annually, nearly half its
annual budget on its common agricultural policy and rural development.
1.1.7 Exports and free trade
The theory of comparative advantage materialised during the first quarter of the 19th century in
the writings of 'classical economist'. While David Ricardo is most credited with the development
of the theory,James Mill and Robert Torrens produced similar ideas.The theory states that all
parties maximise benefit in an environment of unrestricted trade, even if absolute advantages in
production exist between the parties. In contrast to Mercantilism, the first systematic body of
thought devoted to international trade, emerged during the 17th and 18th centuries in Europe.

While most views surfacing from this school of thought differed, a commonly argued key
objective of trade was to promote a "favourable" balance of trade, referring to a time when the
value of domestic goods exported exceeds the value of foreign goods imported. The "favourable"
balance in turn created a balance of trade surplus. Mercantilists advocated that government
policy directly arrange the flow of commerce to conform to their beliefs. They sought a highly
interventionist agenda, using taxes on trade to manipulate the balance of trade or commodity
composition of trade in favour of the home country.
1.1.8 Export strategy
Export strategies to ship commodities to other places or countries for sale or exchange. In
economics, an export is any good or commodity, transported from one country to another country
in a legitimate fashion, typically for use in trade.
The four key pillars of a successful export strategy:
Internal 1: Export readiness assessment of a company (and gap analysis with recommendations
how to address the change required)
Internal 2: Export readiness assessment of a product (including benchmarking with similar
products that are currently successfully traded on target markets; technical characteristics;
packaging and labelling).
External 3: Research of 220 countries and the World’s major trade channels to find target
market/s. External 4: Develop export strategy to enter the selected above target market/s (that
will include such considerations like transport, partnership, key distribution channels, pricing,
volumes, advertising, etc.).

Fig:1.1
Vessel at Container Terminal Altenwerder (Hamburg)

1.1.9 Overview
Advantages of exporting
Ownership advantages are the firm's specific assets, international experience, and the ability to
develop either low-cost or differentiated products within the contacts of its value chain. The
locational advantages of a particular market are a combination of market potential and
investment risk. Internationalisation advantages are the benefits of retaining a core competence
within the company and threading it though the value chain rather than obtain to license,
outsource, or sell it. In relation to the Eclectic paradigm, companies that have low levels of
ownership advantages either do not enter foreign markets. If the company and its products are
equipped with ownership advantage and internalisation advantage, they enter through low-risk
modes such as exporting. Exporting requires significantly lower level of investment than other
modes of international expansion, such as FDI. As you might expect, the lower risk of export
typically results in a lower rate of return on sales than possible though other modes of
international business. In other words, the usual return on export sales may not be tremendous,
but neither is the risk. Exporting allows managers to exercise operation control but does not
provide them the option to exercise as much marketing control.
An exporter usually resides far from the end consumer and often enlists various intermediaries to
manage marketing activities. After two straight months of contraction, exports from India rose a
whopping 11.64% at $25.83 billion in July 2013 against $23.14 billion in the same month of the
previous year
Disadvantages of exporting
For Small-and-Medium Enterprises (SME) with less than 250 employees, selling goods and
services to foreign markets seems to be more difficult than serving the domestic market. The lack
of knowledge for trade regulations, cultural differences, different languages and foreign-
exchange situations as well as the strain of resources and staff interact like a block for exporting.
Indeed there are some SME's which are exporting, but nearly two-third of them sell in only to
one foreign market. The following assumption shows the main disadvantages:

• Financial management effort: To minimise the risk of exchange-rate

fluctuation and transactions processes of export activity the financial management needs
more capacity to cope the major effort
• Customer demand: International customers demand more services from
their vendor like installation and startup of equipment, maintenance or more delivery
services.
• Communication technologies improvement: The improvement of
communication technologies in recent years enable the customer to interact with more
suppliers while receiving more information and cheaper communications cost at the same
time like 20 years ago. This leads to more transparency. The vendor is in duty to follow
the real-time demand and to submit all transaction details.
• Management mistakes: The management might tap in some of the
organisational pitfalls, like poor selection of oversea agents or distributors or chaotic
global organisation.
History, craft and cottage industries come together at this important junction between the Punjab
and the Genetic Plains. About 100 km from Delhi, in the state of Haryana, is the sprawling
industrial city of Panipat, a luminary of the handloom industry in India. Long before one enters
the main city, billboards proclaim the presence of the weaving units. Further, up, the main road is
flanked by a string of showrooms with local handloom products on display. panipat is famous for
‘Rugs’ durries a kind of a floor covering, which is in great demand in India and abroad.
Originally, it was a traditional item made by village women for personal use. But slowly the
product came to be recognised beyond Panipat and the growing demand for durries resulted in a
burgeoning number of private and state owned weaving units within the city.
Indian textile traditions are reputed all over the world and admired for their beauty, texture and
durability. India has a diverse and rich textile tradition. The origin of Indian textiles can be traced
to the Indus valley civilization. The people of this civilization used homespun cotton for weaving
their garments. India had numerous trade links with the outside world and Indian textiles were
popular in the ancient world. Indian silk was popular in Rome in the early centuries of the
Christian era. Hoards of fragments of cotton material originating from Gujarat have been found
in the Egyptian tombs at Fostat, belonging to 5th century.
Carpet and rugs weaving is an ancient art invented by the wandering nomads. Very little is
known of early and indigenous carpet weaving in India, where it was apparently a late
development. The growth of the industry remained sluggish till mid-sixty when policy makers

realised its importance as a major source of foreign exchange earnings and potential for
generating employment to the weaker sections in rural areas. The export of the Indian carpets
particularly to Europe and America had a tremendous impact on the entire carpet production.
This leads to the phenomenal growth of the industry and also completely revolutionised the
designs and colours.
The primary contribution of textile industry:
• Export earnings for the country, textile industry occupies16% of the
country's export earnings.
 • Generating employment, second largest employment generator after
agricultural sector
• Industrial output sums up to 14% of total industrial production and
approximately contributes to 30 % of total export products.
• India textile industry largely depends upon the textile manufacturing and
export. It also plays a major role in the economy of the country. India earns about 27% of
its total foreign exchange through textile exports. Further, the textile industry of India
also contributes nearly 14% of the total industrial production of the country. It also
contributes around 3% to the GDP of the country. India textile industry is also the largest
in the country in terms of employment generation. It not only generates jobs in its own
industry, but also opens up scopes for the other ancillary sectors. India textile industry
currently generates employment to more than 35 million people. It is also estimated that,
the industry will generate 12 million new jobs by the year 2013.
India textile industry is one of the leading in the world. Currently it is estimated to be around
US$ 52 billion and is also projected to be around US$ 115 billion by the year 2013. The current
domestic market of textile in India is expected to be increased to US$ 60 billion by 2013 from
the current US$ 34.6 billion. The textile export of the country was around US$ 19.14 billion in
2006-07, which saw a stiff rise to reach US$ 22.13 in 2007-08. The share of exports is also
expected to increase from 4% to 7% within 2012- 2013.

1.2 INTRODUCTION TO THE COMPANY

P.R. Education Solution Pvt Ltd
Textiles Products - Manufacturer, Export / Import is a proprietorship Firm Since 1995.The
maharaja aggarsain handloomGovt. Recognized export house since 1995, a leading manufacturer
exporter of home textile and furnishings items like Rug, Bathmats, Bed linens, table Linens,
cushions etc. To almost all-Important markets in the world, Infact they are pioneers in
introducing many new products to the international market.
The maharaja handloom is one most reliable firm that is ", why it is assigned with" INDIAN
GOVERNMENT RECOGNIZED EXPORT HOUSE & An ISO 9001:2000 CERTIFIED
COMPANY” and receiving awards from Indian government for our outstanding Export sales-
Turnover.
Give BUYER an edge on price, quality and timely delivery is the main belief of company.
Company provides free health care for work force and community. Fair wages, security and
rewards for special skills are given to work force.
The Company is in this business for about seven years now and has established itself well with
its clients, bankers, agents, suppliers and other stake holders. The promoters are well-educated
professionals. The management team has a professional bearing and this reflects well on the
performance of the company. The company has its head office and works in panipat.
The company has a strong financial background and enjoys a very good credit rating from the
bankers and other investors.
The company has a strong financial background and enjoys a very good credit rating from the
bankers and other investors.
COMPANY INFORMATION
THE MAHARAJA AGGARSAIN HANDLOOM P.C.I.S. LTD. Are Leading Manufacturers &
Exporters of Textile Items Such As Flees/coral Blankets, Bed Sheet Etc. They are Winner of
Export Awards (is o 9001:2001 And Sa 8000:2001 Certified Company). They Call Us The
Epitome Of Quality & Customer Satisfaction. The maharaja aggarsain handloomas Vertically
Integrated Manufacturing Unit of Home Textile Which Has A 100% in House Production. They
are In Business since Last 15 Years and Have Crossed a Turn over 20 Million USD. Their
Existing Clients Includes: Wal-mart, Sears, Tommy Hilfiger, Costco, Red Cross(NGO) Tesco,

Group Dscl, 4home, Pem America, Jc Penny, Home Dynamix (USA), Gantex (Italy), Speltex,
Bhs (UK), Dunn’s (UK), And Many More.
PRODUCTS
Manufacturers and Exporters of :- Rugs : - Cotton - Kilim - Shaggy - Chenille - Paper - Beach -
Space die Bathmats : - Tufted - Shaped - Chenille - Shaggy - Embroided - Fancy Tapestries : -
Placemats & Runner - Table covers - Wall Hanging - Cushions, Bags, Soft Shoes - Tapestry
Fabrics Bed Linens : - Chenille - Jacquard - Dobby - Printed Cushions : - Silk - Fancy - Dobby -
Chenille - Shaggy - Jute - Embroided Showroom : Processing .

• Manufacture home furniture.

• Exclusive range of upholstery fabrics.
• Exclusive collection of fleece fabrics.
• Humanitarian aid and relief solutions.
• spark home.
• Home Furnishings, Home Textiles and Home Decor Accessories
• Bed Covers, Curtains, Cushions & Other Draperies
• Carpets & Rugs
• Kitchen Linen
• Table Linen
• Throws

OTHER PRODUCTS

Bathmat
Good Quality of Bathmat in Various Colors.

Cushion Cover

Designer Cushion Cover in Various Colors.

Throws

The business is home textile. We manufacture and export a wide range of products in home
textiles

Carpets
Different types of Carpets
Rugs
Different types of Rugs

RELATED PRODUCTS

Wooden handicraftCarpets

The company can decide to export directly or indirectly to a foreign country.

1. Direct selling in export strategy

Direct selling involves sales representatives, distributors, or retailers who are located outside the
exporter's home country. Direct exports are goods and services that are sold to an independent
party outside of the exporter’s home country. Mainly the companies are pushed by core
competencies and improving their performance of value chain.
2. Direct selling through distributorsIt is considered to be the most popular option to
companies, to develop their own international marketing capability. This is achieved by charging
personnel from the company to give them greater control over their operations. Direct selling
also give the company greater control over the marketing function and the opportunity to earn
more profits.In other cases where network of sales representative, the company can transfer them
exclusive rights to sell in a particular geographic region.A distributor in a foreign country is a
merchant who purchases the product from the manufacturer and sells them at profit. Distributors
usually carry stock inventory and service the product, and in most cases distributes deals with
retailers rather than end users.
Evaluating Distributors
• The size and capabilities of its sales force.
 • Its an analysis of its territory.
• Its current product mix.
• Its facilities and equipment.
• Its marketing polices.
• Its customer profit.
• Its promotional strategy.
• Its policy against the abstract data protocols.
3. Direct selling over the Internet
Electronic commerce is an important mean to small and big companies all over the world, to
trade internationally. We already can see how important E-commerce is for marketing growth
among exporters companies in emerging economies, in order to overcome capital and
infrastructure barriers.

E-commerce eased engagements, provided faster and cheaper delivery of information, generates
quick feedback on new products, improves customer service, accesses a global audience, levels
the field of companies, and support electronics data interchange with suppliers and customers
4. Indirect selling
Indirect exports, is simply selling goods to or through an independent domestic intermediary in
their own home county. Then intermediaries export the products to customers foreign markets.
Making the export decision
Once a company determines it has exportable products, it must still consider other factors, such
as the following:
• What does the company want to gain from exporting?
• Is exporting consistent with other company goals?
• What demands will exporting place on the company's key resources -
management and personnel, production capacity, and finance - and how will these
demands be met?

1.3 INTRODUCTION TO TOPIC

TO STUDY EMPLOYEE SATISFACTION WITH REGARDS TO HR
POLICIES
HUMAN RESOURCE POLICIES
Human Resource Policies refersto principles and rules of conduct which “formulate, redefine,
break into details and decide a number of actions” that govern the relationship with employees in
the attainment of the organization objectives.
HR Policies cover the following:
• Policy of hiring people with due respect to factors like reservations,
sex, marital status, and the like.
• Policy on terms and conditions of employment-compensation
policy and methods, hours of work, overtime, promotion, transfer, lay-off and the
like.
• Policy with regard medical assistance-sickness benefits, ESI and
company medical benefits.
• Policy regarding housing, transport, uniform and allowances.
• Policy regarding training and development-need for, methods of,
and frequency of training and development.
• Policy regarding industrial relations, trade-union recognition,
collective bargaining, grievance procedure, participative management and
communication with workers.

FORMULATING POLICIES
There are five principal sources for determining the content and meaning of policies:
• Past practice in the organization.

• Prevailing practice in rival companies

• Attitudes and philosophy of founders of the company as also its directors

and the top management
• Attitudes and philosophy of middle and lower management.

• The knowledge and experience gained from handling countless personnel

problems on day to day basis.

BENEFITS OF HR POLICIES

Organizations should have personnel policies as they ensure the following benefits:
• The work involved in formulating policies requires that the management
give deep thought to the basic needs of both the organization and the employees. The
management must examine its basic convictions as well as give full consideration to the
prevailing practices in other organizations.
• Established policies ensure consistent treatment of all personnel
throughout the organization. Favoritism and discrimination are, thereby, minimized.
• Continuity of action is assured even though top management personnel
change. The CEO of a company may possess a very sound personnel management
philosophy. He/she may carry the policies of the organization in his/her head, and he she
may apply them in an entirely fair manner. But what happens when he/she retires? The
tenure of office of nay manager is finite. But the organization continues. Policies promote
stability.
 • Policies serve as a standard of performance. Actual results can be
compared with the policy to determine how well the members of the organization are
living upto the professional intentions.

• Sound policies help build employee motivation and loyalty. This is

especially true where the policies reflect established principles of fair play and justice and
where they help people grow within the organization.

PRINCIPLES OF HR POLICY

• Principle of individual development to offer full and equal opportunities

to every employee to realize his/her full potential.

• Principle of scientific selection to select the right person for the right job.

• Principle of free flow of communication to keep all channels of

communication open and encourage upward, downward, horizontal, formal and informal
communication.

• Principle of participation to associate employee representatives at every

level of decision-making.

• Principle of fair remuneration to pay fair and equitable wages and

salaries commensurating with jobs.

• Principle of incentive to recognize and reward good performance.

• Principle of dignity of labour to treat every job and every job holder with
dignity and respect.

• Principle of labour management co-operation to promote cordial

industrial relations.

• Principle of team spirit to promote co-operation and team spirit among

employees.

• Principle of contribution to national prosperity to provide a higher

purpose of work to all employees and to contribute to national prosperity.

OBJECTIVES
In reviewing the purpose of HR Policies at tirupati textile, the organization stated that the HR
Policies has been a key part of the management process for the effective utilization of human
resource. The company aims to fulfill the following objectives through its HR Policies:

• Ensure a high degree of selectivity in recruitment so as to secure super

achievers and nurture them to excel in their performance.
 • Impart such induction, orientation and training as to match the individual
to the task and inculcate a high sense of organizational loyalty.

• Provide facilities for all round of growth of individual by training in and

outside the organization, reorientation, lateral mobility and self-development through
self-motivation.

• Groom every individual to realize his potential in all facets while

contributing to attain higher organizational and personal goals.

• Build teams and foster team-work as the primary instrument in all

activities.

• Recognize worthy contributions in time and appropriately, so as to

maintain a high level of employee motivation and morale. Appraisals and promotions
shall be ethical and impartial.

• Implement equitable, scientific and objective system of rewards, incentives

and control.

• Contribute towards health and welfare of employees.

MANAGEMENT REVIEW:

Management review meeting is held every six months at the Group Review. Meet is conducted
from time to time to ensure the suitability, adequacy and effectiveness of the HR Policies.

CORRECTIVE ACTION FOR NON CONFORMANCE:

• Non conformance to the policies mentioned is reviewed by the Group HR

Cell, respective CEO and HR Head of the company. The review will suggest remedial
measures to avoid repetition of the non conformance through elimination of the root
causes for the same.

• Board of Directors is kept informed of the review and action plans decided
to avoid the non conformance in the ensuing monthly meeting.

DOCUMENT AND DATA CONTROL:

• Documents and data are generated by the Corp. HR in the form of hard
copies or electronic medium.

• Documents are reviewed and approved for adequacy by Corp. HR prior to

issue.

The various procedures that form the HR Policy of the Organization are:

• Recruitment and selection of manpower

• Induction and Placement
• Job Rotation
 • Performance appraisal
• Counseling
• Career Planning
• Succession planning
• Employee training and Development
• Human Resource Information Management System

• Retirement Planning
• Job Enrichment
• Exit Interviews

A brief preview of the above mentioned policies and the various objectives that these policies
aim to achieve are given in the subsequent chapters.

Due to high level of secrecy maintained in the organization, the policies given below are
according to my understanding and interpretation of the subject.

RECRUITMENT POLICY

• IN THE MAHARAJA AGGARSAIN HANDLOOM P.C.I.S. LTD. ,

recruitment and selection of personnel is explicitly based on the criteria of their
knowledge, skills and attitudes, so as to secure super achievers and nurture them to excel
in their performance.
• All fresh candidates are absorbed only after satisfactory completion of
appropriate training.
• All direct recruitment is through the HR department.
• Detailed selection procedures as decided from time to time are adhered to
without any compromise.
• Above procedures shall undergo continuous refinement through evaluation
and feedback.

1. INDUCTION AND PLACEMENT POLICY

• AT THE MAHARAJA AGGARSAIN HANDLOOM P.C.I.S. LTD. , new

recruits imparted such induction, orientation, training and placement so as to individuals
to the task and inculcate a high sense of organizational loyalty.
• The HRD Department and the concerned heads of parent departments
prepare a well-structured Induction Program to acquaint the new recruits with the people,
organizational structure, and interface between different departments, functions and
culture of the organization.
• The Induction Program is formulated to suit the position of the candidate
 and necessary to be provided to him.

2. JOB ROTATION POLICY

• At MY FIRM , facilities are provided for all-round growth of individuals

through lateral mobility. This shall enhance their employability as well as equip them to
shoulder higher responsibilities.

• Systematic Job Rotation from time to time shall have a revitalizing effect
on the individual as well as the organization.

• All promotions to the level of HODs will be considered only when an

individual has undergone rotation through at least 2 sections.

• PERFORMANCE APPRAISAL POLICY

• Performance Appraisal grooms every individual to realize his potential in

all facets by helping to identify and achieve his personal goals within the framework of
organizational objectives.
• Appraisals shall be ethical and impartial so as to recognize worthy
contributions appropriately and in time in order to maintain a high level of employee
motivation and morale.
• The Performance Appraisal Systems aims at integration of individual and
organizational goals.

• COUNSELLING

Counseling sessions, which are conducted by HR Department OR Professional Counselor

OR Performance Appraiser, are available to all the employees in order to fulfill the
following objectives:

• To enhance employees’ competence and job satisfaction.

• To prepare employees for future responsibilities.
• To establish a better working relationship between the superior and
subordinate.
• To enable employees to cope with personal problems.

• CAREER PLANNING POLICY

• Career Planning system is aimed at developing people of the right caliber

to meet present and future needs of the organization. It shall be an essential ingredient for
Succession Planning.
• The mandatory factors to be considered prior to career planning shall be:
 • The organization’s long and short term plans.

• Manpower skills required towards implementing these plans.

• Attrition rate of people with high potential, above average and average
caliber.
• Recruitment through internal and external sources at all levels and its ratio
as appropriate to the organization.
• The number of people recruited and trained every year.

• SUCCESSION PLANNING POLICY

HODs and above identify successors, primary and secondary, to his position at the time of
annual appraisal. This is reviewed every year along with the annual appraisal.

• TRAINING AND DEVELOPMENT POLICY

training and development activities strive to ensure continuous growth of

organization by nurturing the strengths of the employees and providing the
environment and opportunity for every individual to realize his/her potential.
• The policy aims at broadening the outlook of the individuals and bridging
the gap between actual performance and the performance necessary to deliver results.
• Facilities are provided to all individuals towards self development and all
round growth through training.
• HR Department identifies average performers and provide special training.

• HUMAN RESOURCE INFORMATION MANAGEMENT SYSTEM

• Human Resource Information Management Systems (HRIMS) aims at:

• Providing accurate information about employees to management for
decision making.
• Eliminating duplication of efforts.

• Offering quick and easy access to human resource information at random

as well as in regular report form.

• The system has two layers of security. Access to the system is through
keying in the valid combination of username and password. Permission to access certain
programs is restricted to identify key personnel..

• RETIREMENT PLANNING

• At MY FIRM , retirement of all individuals is aided through planned

programs by HR Department so as to lessen the associated misgivings and anxiety.

• JOB ENRICHMENT

• MY FIRM follows a people centered approach to job enrichment with a

view to enhance the performance of the employee, leading to higher job satisfaction.
 • EXIT INTERVIEWS

• The organization has a regular turnover of employees due to various

reasons such as retirement, voluntary retirement, and resignation etc. from time to time.
Feedback is obtained from the employee on occasions of separation from the
organization. Such feedback on matters that effect well being of the people is useful in
improving the organization in respect of HR Policies and practices.

The HR Policy Manual (or Managerial Service condition Manual) was designed in order to
facilitate the mangers in gathering the information regarding the various service conditions that
are offered by the organization. This manual includes the service conditions which are most
frequently asked for. The various services conditions included are:

• Provident Fund
• Gratuity
• Privilege Leave
• Superannuation Scheme
• Medical Reimbursement & Hospitalization
• Dental Policy
• Group Accident Insurance Scheme
• Housing Loan Scheme
• Vehicle Loan Scheme
• Phone Policy
• Leave Travel Assistance (LTA)
• Local Conveyance Rules
• Transfer Policy
• HRR Policy for Area Office Managers
• Canteen Service
• Cash Payments & Advance Settlements
• Performance Excellence Scheme
• Performance excellence Form
• Parivar Suraksha Yojna
• Policy for Get Together of Employees
• Notice Period for Managerial Employees
• Conveyance Reimbursement for Interview Candidates
• Car Policy
• Post Retrial Benefits
• Inland Travel Rules
• Foreign Travel Rules
 Chapter -2
LITERATURE
REVIEW

2.0 LITERATURE REVIEW

Jennifer Schramm (2016) shows just how big of a difference effective HR practices can make:
"Companies that are highly skilled in core HR practices experience up to 3.5 times the revenue
growth and as much as 2.1 times the profit margins of less capable companies”. The report from
Boston Consulting Group and the World Federation of People Management Associations is based
on a cross-industry study of more than 4,200 HR and non-HR managers in more than 100
countries. It found the greatest correlation between positive economic performance and skilled
HR practice in the following areas like
• Employee retention.
• Employer branding.
• Leadership development.
• On boarding of newly hired employees.
• Performance management and rewards.
• Recruiting.
• Talent management.

David Guesta and Neil (2015)explored the general hypothesis that effectiveness of human
resource (HR) practices will help to explain the well-documented association between human
resource
management and performance. This paper adopts a stakeholder perspective, hypothesizing that
the ratings of HR effectiveness of senior line managers will be more strongly associated with the
outcomes than those of HR managers.

Mir Mohammed Nurul Absar, Balasundaram Nimalathasan, Munshi Muhammad Abdul

Kader Jilani,(2014) studied the Impact of human resource management practices on
organizationalperformance in Bangladesh and other developing countries. Data collected from
fiftymanufacturing firms in Bangladesh shows that HR practices have significant association
withorganizational performance. Out of HR practices, only performance appraisal is found to
havesignificant impact on organizational performance.

Rajiv B Khaire (2013)wrote that traditionally, SSIs have played a major role in the GDP of any
economy. They have lion’s share also in the context of Indian exports. There are different
advantages of having economy which is supported by entrepreneurs spread across the country.
There is no denying the fact that large organizations are looked after by professionals from
varied fields. Historically, it is said that SSIs are handled by non professionals and are managed
as family business. It is natural to think that these entrepreneurs are unaware of the developments
that are taking place in management field, generally, and HRM, specifically. This study aims at
dislodging these myths with the help of testing of hypotheses, but in no way concludes the HR
practices being implemented in their organizations.

A. K. Paul, R. N. Anantharaman(2012) has found that there is a significant difference among

HRpractices in software companies in India based on Miles and Snow’s strategic types, viz.,
prospectors, defenders, analyzers and reactors. Although reactors showed their difference from
other strategic types, no significant difference was found among three proactive strategic types,
viz. prospector, defender and analyzer. With regard to performance analysis, it was found that
prospectors have a comparative advantage over other strategic types in almost all performance
parameters. Although incentives and stock options have a greater overall impact on performance
parameters, there is a lot of difference among factors that influence organizational effectiveness
in three proactive strategic types.

Pawan S. Budhwar, Harsh K. Luthar, Jyotsna Bhatnagar,(2011) highlights the context within
which business process outsourcing (BPO) has rapidly grown in India and the critical need to
investigate the dynamics of human resource management (HRM) practices and systems in this
sector. Using a mixed-method approach involving both in-depth interviews and self completing
questionnaires, they analyzed the nature of HRM systems in BPO organizations operating in
India. The analysis is based on a sample of 51 BPO companies, a majority of which are located
near the capital of New Delhi. The result focusses on the nature and structure of work and
organization of Indian BPOs, as well as the strategic role played by HRM in such organizations.

Gregory Kessler(2010) took a practical but thoughtful approach for tying HR strategy to the
growth plans of the company has been pursued jointly by corporate HR teams and their
divisional counterparts, with the close involvement of line leaders. A four-step process for
creating a strategic HR agenda is outlined and the experiences of various companies are
compared. The paper focuses especially on effective practices for working a single HR agenda
across multiple divisions of large, diversified companies.

Milorad M. Novicevic and Michael Harvey,(2010) paper’s focus is to examine how the
increased
demand for global corporate strategic consistency and flexibility redefines the roles of the
corporate human resource function and its venues of influence. In particular, they analyzed
possible causal linkages among strategic international HR management, strategic leadership of
corporate top management team (i.e. TMT), and alternative global assignment options. As
globalization significantly changes not only the operating boundaries but also the symbolic
context of the global organization, they argued that corporate HR function can play more
influential roles in global organizations than it has in the past.

Catherine Truss(2009), paper contributes by analyzing in detail the human resource policies
andpractices of one case-study organization over a two-year time period, using a variety of
methodologies and drawing on a broad range of informants across the organization. Instead of
devising a list of 'best practice' HRM from the literature and testing its impact on performance,
she instead invert the question and take a firm that is financially successful and ask what HR
policies and practices it uses. We also examine the way in which these policies are enacted.

“Sharanjit Uppal”(2008)Previous research has shown that individuals with disabilities are
likely to be less satisfied with their jobs as compared to the able‐bodied. None of them explain
the reasons for this difference. The purpose of this paper is to contend that this might be due
to certain factors such as discrimination, harassment, or other conditions at the workplace.

It might also be due to lower relative incomes. Design/methodology/approach – The paper

uses nationally representative Canadian data and attempts to account for the low levels of job

satisfaction among Canadians with disabilities. Findings – The results show that when certain
workplace characteristics are introduced into the model, individuals with a mobility disability
are no longer likely to be less satisfied as compared to individuals without disabilities.
However, the negative effect for certain other types of disabilities remains, though the

magnitude decreases. It is concluded that absence of assistive technology or employer

accommodations might be the reason for the remaining satisfaction difference between those
with disabilities and the able‐bodied.Originality/value – This paper adds to the existing
literature on job satisfaction by studying the relationship between disability, workplace
characteristics and job satisfaction.

“Kerry Fairbrother, James Warn”(2008)Applied research indicates strong connections

between dimensions of the work place, stress and job satisfaction. Yet, there is an absence of
theory to provide conceptual understanding of these relationships. In 1999, Sparks and
Cooper advocated using job‐specific models of stress as a way of developing a better
understanding of the relationships. The current study adopted this recommendation and
investigated a specific job context, specifically, naval officer trainees undergoing their sea
training. The results indicate that a general model of stress is unhelpful in identifying the
predictors of stress and job satisfaction in specific job contexts. Instead, the authors
recommend identifying salient workplace dimensions rather than a broad‐brush approach
when seeking workplace associations with stress.

CHAPTER-3
RESEARCH
METHODOLOGY

CHAPTER 3

RESEARCH METHODOLOGY
Research in general refers to the search of knowledge. One can also define research as a
scientific & systematic collection of information.
In simple words, research is the careful investigation or enquiry of markets especially through
search for new facts in any branch of knowledge.
Research is Scientific and systematic search for gaining information and knowledge on a specific
topic or phenomena.
Research refers to the systematic method consisting of:

Research process

RESEARCH PROCESS
• Enunciating the problem,
• Formulating a hypothesis,

• Collecting the fact or data,

• Analyzing the facts and
•
• Reaching certain conclusions either in the form of solutions towards the
concerned problem or in certain generals for some theoretical formulation.
Research methodology is a way to systematically solve the research problem. It may be
understood as the science of studying how research is done. Research in the common parlance
refers to a search for knowledge.

STATEMENT OF THE PROBLEM

The first step while conducting research is careful definition of Research Problem as a very good
saying is there, “A well-defined problem is half solved” The present project has been a study to
know the employees satisfaction with regards to HR policies at THE MAHARAJA
AGGARSAIN HANDLOOM P.C.I.S. LTD.and also to make recommendations for the changes
required.

JUSTIFICATION OF THE STUDY

HR policies are the very important part of every company. It is used for the proper staffing,
training, performance appraisal, reward management and retention of employees in an
organization, so this topic is chosen so as to known the effectiveness of HR policies of THE
MAHARAJA AGGARSAIN HANDLOOM P.C.I.S. LTD. , PANIPAT. This topic also helps in
getting practical knowledge of the human resource management.

OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVES
“To study employee satisfaction with regards to HR Policies at THE MAHARAJA
AGGARSAIN HANDLOOM P.C.I.S. LTD.
SECONDARY OBJECTIVES
To study the HR Policies of the company.
• To study the amendments made in the HR Policies of THE MAHARAJA
AGGARSAIN HANDLOOM P.C.I.S. LTD... since the time of incorporation.
• To incorporate the amendments in the base policy and prepare a final
policy.
• To design a HR Policy manual for the company with special emphasis on
the “Manage.rial Service Condition.

SCOPE OF STUDY

• In any organization human resource is the most important asset. In today’s

current scenario, THE MAHARAJA AGGARSAIN HANDLOOM P.C.I.S. LTD.is a
very large manufacturer and marketer of textile items.
• As most of the company’s overall performance depends on its employee’s
performance which depends largely on the HR POLICIES of the organization.
• So the project has wide scope to help the company to perform well in
today’s global competition.
• The core of the project lies in analyzing and assessing the organization and
to design an HR POLICY manual for the organization.
RESEARCH DESIGN

Research design is the conceptual blueprint for collection, measurement and analysis of data.
Research design stands for advance planning of the methods to the adopted for collecting the
relevant data and the techniques to be used in their analysis keeping in view the objectives of the
research and the availability of staff, time and money.

COLLECTION OF DATA
Data collection is the process of gathering and measuring information on variable of interest, in
an established systematic fashion that enables one to answer stated research questions, test
hypotheses, and evaluate outcomes. The data collection components of research is common to all
fields of study including physical and social sciences, humanities, business, etc. While methods
vary by discipline, the emphasis on ensuring accurate and honest collection remains the same.
The goal for all data collection is to capture quality evidence that then translates to rich data
analysis and allows the building of a convincing and credible answer to questions that have been
posed.
A formal data collection process is necessary as it ensures that data gathered are both defined and
accurate and that subsequent decisions based on arguments embodied in the findings are valid.
The process provides both a baselines from which to measure and in certain cases a target on
what to improve.
SOURCES OF DATA COLLECTION
Data collection is the basic step and of importance on which authenticity of study depends.
Before going for the study the researcher have to collect the appropriate data required for the
study. While designing data-collection procedure, adequate safeguards against bias and
unreliability must be ensured. Researcher has examined the collected data for completeness,
comprehensibility, consistently and reliability. Source of allocation of data are two types.

• Primary Sources:-
The data required for the study has been collected from-
• QUESTIONNAIRE survey among official’s employees.
• PERSONAL INTERVIEWS with the company Representatives regarding
Recruitment and Selection.

• Secondary Sources:-
The secondary data has been collected from-
• Internet, websites
• Organizational Reports
• Case Studies
• Business Magazines
• Books
Journal on e- learning Industry

SAMPLING TECHNIQUE

The process of drawing a sample from a large population is called sampling. Population refers to
the total of items about which information is defined. Well-selected samples may reflect fairly
and accurately the characteristics of the population.
Sampling Unit:
The sample unit of this survey is the data of the employees of the THE MAHARAJA
AGGARSAIN HANDLOOM P.C.I.S. LTD.

Sample Size:
The sample size here is 100.
Sampling Technique Adopted:
Survey was done by random sampling method.

ANALYTICAL TOOLS USED FOR ANALYSIS:

The tools used for the analysis are as follows:
• Pie charts: Pie charts are a type of graph that represent data as slices of
circle; pie charts are a way to graphically data so that they can be analyzed quickly and
easily.

• Tables: Tables are used to represent the response of the respondents in a

precise term so that it become easy to evaluate the data collected.

• Bar graphs: A bar graph is a chart that uses either horizontal or vertical
bars to show comparisons among categories. One axis of the chart shows the specific
categories being compared and the other axis represents a concrete value.

LIMITATIONS OF THE STUDY

However, I tried my best to have desired information from the respondents and to make the
report fruitful but some limitations are bound to incur which may affect the results or findings.

Limitations of the study are:-

• Lack of experience: I was new on the topic which was assigned to me.
So lack of experience in getting information from respondents came in to the way of
collecting the relevant data.

• Time Constraints: Time was a bit short to fathom into the depth of the
study. But still all efforts to the best possible extent have been made to collect the data.

• Data collection Constraints: Since most of the data used is secondary in

nature, this poses the constraints on the validity and reliability of the data.

• Busy Employees: Employees are not available as are busy in their work.

• Appointments: There was a problem in taking appointments from the

managers.
Chapter -4
Analysis and
Interpretation
SWOT ANALYSIS

STRENGTHS
1. Monetary assistance provided.

2. High growth rate.

3. Reduced labour costs.

4. High profitability & revenue.

WEAKNESSES
1. Competitive market.

2. Future profitability.

3. High loan rates are possible.

OPPORTUNITIES
1. Global markets.
2. New markets.
3. New products & services.
4. Venture capital.

THREATS
1. External business risks.
2. Price changes.
3. Rising cost of raw material.

• RECRUITMENT AND SELECTION

1. Are you satisfied with the external recruitment sources used in your organization for
recruitment.
Table 4.1
Parameter
No. of respondents
Percentage of respondents
Yes
82
82%
No
18
18%

Figure 4.1

INTERPRETATION: Regarding external recruitment sources 82% employees are satisfied

or agree whereas 18% are not satisfied which is performed in the organization. Therefore,
the employees are satisfied by recruitment process

• Are you satisfied with the monetary reward given on bringing a candidate
on board?
Table 4.2
Parameter
No. of respondent
Percentage of respondent
Yes
74
74
No
26
26

Figure 4.2

INTERPRETATION: Regarding monetary reward given on bringing on board 74% of

employees are satisfied and 26% are not satisfied.

• Are you satisfied with the background checks conduct for employees.
Table 4.3

Parameter
No. of respondent
Percentage of respondent
Yes
78
78
No
22
22

Figure 4.3

INTERPRETATION: Regarding background checks which is conduct for employees 78%

employees are satisfied whereas 22% employees are not satisfied.

4.Are you satisfied with the monetary limits given to you for the expenses?
Table 4.4
Parameter
No. of respondent
Percentage of respondent
Yes
79
79
No
21
21

Figure 4.4

INTERPRETATION: Regarding monetary limits provided to employees for their expenses

79% of the employees are satisfied and 21% of the employees are not satisfied.

• INDUCTION

• The induction programme of your organization is informal type.

 Table 4.5
Parameter
No. of respondent
Percentage of respondent
Yes
82
82
No
18
18

Figure 4.5

INTERPRETATION: Regarding induction programme which is conducted in the organization,

82% of the employees are satisfied whereas 18% of the employees are not satisfied.

• The induction of your organization covers organizational structure and

policies.
Table 4.6
Parameter
No. of respondent
Percentage of respondent
Yes
90
90
No
10
10

Figure 4.6

INTERPRETATION: Regarding induction of organization, 90% of the employees are satisfied

and 10% of the employees are not satisfied. It means that most of the employees are benefited.
 • TRAINING AND DEVELPOMENT

1. For Employee performance is the training need analyzed in your organization?

Table 4.7
Parameter
No. of respondent
Percentage of respondent
Yes
76
76
No
24
24

Figure 4.7

INTERPRETATION: Regarding employee performance, 76% of employees are satisfied

whereas 24% of employees are not satisfied. It means that most of the employees get affected
from this evaluation.

• Are you satisfied with the Classroom method adopted by your organization
to train the employees?
Table 4.8
Parameter
No. of respondent
Percentage of respondent
Yes
73
73
No
27
27

Figure 4.8

INTERPRETATION: Regarding Classroom method, 73% of the employees are satisfied

whereas 27% of the employees are not satisfied. It means most of the employees get affected but
some of the employees want training and development programmes to train employees.
 • Effectiveness of training program in your Organization is evaluated by
senior people.
Table 4.9
Parameter
No. of respondent
Percentage of respondent
Yes
68
68
No
32
32

Figure 4.9

INTERPRETATION: Regarding effectiveness of training program, 68% of the employees are

satisfied whereas 32% of the employees are not satisfied. It means that some of the employees
want that evaluation of effectiveness of training program should be done with some other
method.

• PERFORMANCE APPRAISAL

• Are you satisfied with the Balanced Scorecard method?

Table 4.10
Parameter
No. of respondent
Percentage of respondent
Yes
92
92
No
8
8
 Figure 4.10

INTERPRETATION: Regarding Balance scorecard method, 92% of the employees are satisfied
whereas only 8% of the employees are not satisfied. It means that most of the employees are
benefited from this evaluation method.

• Are you satisfied with the feedback given to you by organization?

Table 4.11
Parameter
No. of respondent
Percentage of respondent
Yes
72
72
No
28
28

Figure 4.11

INTERPRETATION: Regarding feedback 72% of the employees are satisfied whereas 28% of
the employees are not satisfied. It means that some of the employees get benefited but some are
not.

• CAREER PROGRESSION

1. Are you satisfied with the mentor system followed for career progression?
Table 4.12
Parameter
No. of respondent
Percentage of respondent
Yes
84
84
No
16
16

Figure 4.12

INTERPRETATION: Regarding mentor system followed for career progression, 84% of the
employees get benefited and only 16% of the employees are exempted.

2. Are you satisfied with the competence analysis and feedback from manager?

Table 4.13
Parameter
No. of respondent
Percentage of respondent
Yes
78
78
No
22
22

Figure 4.13

INTERPRETATION: Regarding competence analysis and feedback from manager 78% of the
employees are satisfied whereas 22% are not satisfied. It means that some of the employees want
feedback from other source.

F. LEAVE POLICY

• Are you satisfied with the privilege leave provided to you?

Table 4.14
Parameter
No. of respondent
Percentage of respondent
Yes
83
83
No
17
17

Figure 4.14

INTERPRETATION: Regarding privilege leave provided to employees, 83% of the employees

are satisfied whereas 17% of the employees are not satisfied.

G.COMMUNICATION AND DECISION MAKING PROCESS

• Are you satisfied with the informal communication pattern?

Table 4.15
Parameter
No. of respondent
Percentage of respondent
Yes
87
87
No
13
13

Figure 4.15

INTERPRETATION: Regarding informal communication pattern, 87% of the employees are

satisfied and 13% of the employees are not satisfied. It means most of the employees are
comfortable with this communication process.

• Are you satisfied with the opinion survey and Department meeting?
Table 4.16
Parameter
No. of respondent
Percentage of respondent
Yes
76
76
No
24
24

Figure 4.16

INTERPRETATION: Regarding opinion survey and department meeting, 76% of the

employees are satisfied and 24% of the employees are not satisfied.

• Are you satisfied by monetary rewards?

Table 4.17
parameter
No. of respondent
Percentage of respondent
Yes
67
67
No
33
33

Figure 4.17

INTERPRETATION: Regarding monetary rewards, 67% of the employees are satisfied

whereas 33% of the employees are not satisfied. It means that some of the employees want to
implement non-monetary rewards in the organization.

H. PERSONAL ACCIDENT INSURANCE POLICY

 • Are you satisfied with contingencies cover under Personal Accident
Insurance policy?
Table 4.18
Parameter
No. of respondent
Percentage of respondent
Yes
76
76
No
24
24

Figure 4.18

INTERPRETATION: Regarding contingencies provided under this policy, 76% of the

employees are satisfied and 24% of the employees are not satisfied.

• MEDICLAIM POLICY

• Are you satisfied with the services covered under Mediclaim policy?
Table 4.19
Parameter
No. of respondent
Percentage of respondent
Yes
89
89
No
11
11

Figure 4.19

INTERPRETATION: Regarding services provided under Mediclaim policy, 89% of the

employees are satisfied and 11% of the employees are not satisfied.
 Chapter -5
FINDIN
GS,
SUGGESTION,
CONCLUSION

CHAPTER 5
FINDINGS

1. Regarding external recruitment sources 82% employees are satisfied or-agree whereas 18%
are not satisfied which is performed in the organisation. Therefore, the employees are satisfied
by recruitment process.
2. Regarding monetary reward given on bringing on board 74% of employees are satisfied and
26% are not satisfied.
3. Regarding opinion survey and department meeting, 76% of the employees are satisfied and
24% of the employees are not satisfied
4. Regarding monetary limits provided to employees for their expenses 79% of the employees
are satisfied and 21% of the employees are not satisfied.
5. Regarding induction programme which is conducted in the organization, 82% of the
employees are satisfied whereas 18% of the employees are not satisfied.
6. Regarding induction of organization, 90% of the employees are satisfied and 10% of the
employees are not satisfied. It means that most of the employees are benefited.
7. Regarding employee performance, 76% of employees are satisfied whereas 24% of employees
are not satisfied. It means that most of the employees get affected from this evaluation.
8.Regarding services provided under Medi-claim policy, 89% of the employees are satisfied and
11% of the employees are not satisfied.
9.Regarding contingencies provided under this policy,
76% of the employees are satisfied and 24% of the employees are not satisfied.
10. Regarding monetary rewards, 67% of the employees are satisfied whereas 33% of the
employees are not satisfied. It means that some of the employees want to implement non-
monetary rewards in the organization.
11.Regarding opinion survey and department meeting, 76% of the employees are satisfied and
24% of the employees are not satisfied
12. Regarding informal communication pattern, 87% of the employees are satisfied and 13% of
the employees are not satisfied. It means most of the employees are comfortable with this
communication process.
13. Regarding privilege leave provided to employees, 83% of the employees are satisfied
whereas 17% of the employees are not satisfied.

14.Regarding competence analysis and feedback from manager 78% of the employees are
satisfied whereas 22% are not satisfied. It means that some of the employees want feedback from
other source.
15. Regarding mentor system followed for career progression, 84% of the employees get
benefited and only 16% of the employees are exempted.
16. Regarding feedback 72% of the employees are satisfied whereas 28% of the employees are
not satisfied. It means that some of the employees get benefited but some are not.
17. Regarding Balance scorecard method, 92% of the employees are satisfied whereas only 8%
of the employees are not satisfied. It means that most of the employees are benefited from this
evaluation method
18. Regarding monetary limits provided to employees for their expenses 79% of the employees
are satisfied and 21% of the employees are not satisfied.
SUGGESTIONS &RECOMMENDATIONS

Satisfied employees are the weapon to improve the organization on the whole. So its very vital
Tokeep them satisfied as far as possible. The organization’s structure should be developed in
such a way that helps the employees feel comfortable to do their work, the managementshould
care about the employees professionally and personally and finally the workers may alsohave
some contribution to keep them satisfied.

• The Performance Appraisal of employee is evaluated on the basis of 360

degree feedback or 180 degree feedback.
• The Organization should focus on mentor system intend to help employees
in their career progression.
• The Organization should conduct Psychometric tests for employees.
• The Training should be mandatory for all level of employees.
• The Departments should develop constructive attitude towards each other.

• The company should give the appropriate recognition for the contributions
and accomplishments made by employees. A flexible reward system should be adopted
by organisation to improve employee motivation.

• A more transparent and full proof communication system developed in the

organization.
• Replacing the lacuna in the current system.
• Wages and salary administration process should have a more scientific
approach laying stress on equal wages for equal work done.

GENERAL GUIDELINES

Here I have recommended a general guideline for all those companies who want to
ensure satisfaction of their employees to keep the work force sound, organised and effective:

• Highly educated and experience people should be recruited.

• Salary is the most important factor considered in job satisfaction. So employees

should be given good salary.
 • Employee’s performance should be appraised from time to time so that
organisation can come to know about the efficiency of the organisation.

• According to their performance, they should be given incentives.

• Organisation should try to adopt certain measures to enhance team spirit and
coordination among the employees.

• Management of the organisation should be friendly with the employees.

• Training and development programmers should be conducted from

time to time so that employees do not get bored from their job.

CONCLUSION

Study shows that

• The Policy of the company provides facilities for all round growth of
individuals by training in-house and outside the organization, reorientation, lateral
mobility and self-development through self-motivation.
• The Policy grooms every individual to realize his potential in all facets
while contributing to attain higher organizational and personal goals.
• The Policy builds teams and foster team-work as the primary instrument in
all activities.
• The Policy implements equitable, scientific and objective system of
rewards, incentives and control.
• The Policy recognizes worth contributions in time and appropriately, so as
to maintain a high level of employee motivation and morale.
• The employees agree on the part of their performance that they know
what is expected from them.
• The employees understand how their work goals relate to company’s
goals.
8. Company inspires the employees to do their best work every day.
9. The employees are not satisfied with the communication and decision- making process as it
leaks the information related to organization.
• The employees do not receive the appropriate recognition and rewards for
their contributions and accomplishments.
• The employees feel that they are not paid fairly for the contributions they
make to company’s success.
BIBLIOGRAPHY

Schuler, R.S. and Jackson, S.E. (1987) “Linking competitive strategies with human resource
management practices”, Academy of Management Executive, Vol.1, No.3, pp. 207-19.
Opatha, H.H.D.N.P. And Mithani, D.M. (2000), “Towards Employee Discipline
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