MAJOR RESEARCH PROJECT

EMPLOYEES PERCEPTION TOWARDS HR PRACTICES AND ORGANIZATIONAL

CULTURE WITH REFERENCE TO PATEL MOTORS

For partial fulfillment of the requirement for the Degree of

Master of Business Administration (Full-Time)

Batch 2017-19

Submitted to: Submitted by:

Mr. Saket Rathi Payal Singane

IBMR, IPS ACADEMY

Rajendra Nagar, A.B. Road, Indore – 452012 (MP)

1
 PREFACE

The bookish knowledge of any program, which we get from educational institutions, is not
enough to be used in our day-to-day life. The more practical knowledge we have, the more
beneficial it is for our learning.

To make the students aware of the working of the business world every student of MASTER
OF BUSINESS ADMINISTRATION (4th Sem ) has to undergo a major research project
where he/she experiences many aspects of business under the supervision of Professional
Managers.

I strongly believe that the knowledge gained from this experience is more than the
knowledge gained from the theories in the book.

PLACE: INDORE PAYAL SINGANE

DATE:

2
 CERTIFICATE

This is to certify that Ms Payal Singane Student of Institute of Business Management

and Research , IPS Academy, Indore of MBA (Full time) program has prepared Major
research Project report on topic “Employees perception towards HR practices and
organizational culture with reference to patel motors” under my guidance.

Internal Examiner (Guide) External Examiner

Director
IBMR,IPS Academy

3
 STUDENT DECLARATION

I Payal Singane Student of Institute of Business Management and Research, IPS

Academy, Indore of MBA (Full time) program has prepared Major research Project
report on topic “Employees perception towards HR practices and organizational
culture with reference to patel motors ”.

The Research as per my knowledge is original and genuine and not published in any
research Journal previously.

PAYAL SINGANE

MBA(4th sem)

2017-19

4
 ACKNOWLEDGEMENT

I often wondered why the project reports always began with acknowledgement. Now, when I have
undertaken project myself, did I realize that project report involves not just the researcher but so
many people that help in making the research possible. Therefore, I take pleasure in beginning the
most beautiful part of the report.

I fall short of words to express my gratitude to my guide Mr. Saket Rathi who despite their busy
schedule were able to find some time to guide me through trouble and solve my problems to the best
of abilities. Without their unfailing guidance, encouragement and patience this project would not
have been possible. It has been a learning experience under him/her.
I am thankful to my faculty guide Mr. Saket Rathi who gave me detailed instructions during my
MRP.

5
 TABLE OF CONTENT

S.NO PARTICULARS PAGE NO.

1 INTRODUCTON 5 – 22
2 BACKGROUND 23 – 24
3 HISTORY 25
4 REVIEW OF LITERATURE 26-27
5 RATIONALE OF STUDY 28
6 OBJECTIVE OF STUDY 29
7 RESEARCH METHODOLOGY 30 – 31
8 ANALYSIS &INTERPRETATION 32 – 55
9 FINDINGS 56 – 57
10 SUGGESTIONS 58
&RECOMMENDATIONS
11 BIBLIOGRAPHY 59

12 CONCLUSION 60
13 QUESTIONNAIRE 61 – 65

6
 INTRODUCTION

Employee:
An employee is anyone who has agreed to be employed, under a contract of service, to work
for some form of payment. This include wages, salary, commission and rates.

OR

A person who has agreed by contract to perform specified services for another, the employer,
in exchange for money.

This includes Homeworkers, People who have accepted a job, Fixed-term employees,
Seasonal employees, Casual and part-time employees, Employees on probationary trial
periods.

Perception:
(from the Latin perceptio, percipio) is the organization, identification, and interpretation of
sensory information in order to fabricate a mental representation through the process of
transduction, which sensors in the body transform signals from the environment into encoded
neural signals. All perception involves signals in the nervous system, which in turn result
from physical stimulation of the sense organs.

HR Practices:
Human resource are the people and their characteristics at work either at national level or at
organizational level. From the National point of view, Human Resources are knowledge,
skills, creative abilities, attitude and other attributes obtained in the population whereas from
the viewpoint of an organization, they represent the total of the inherent abilities, acquired
knowledge and skills as exemplified in the talents and aptitudes of its employees.

The Management is concerned with people at work and with their relationship within an
enterprise. Its aim is to bring together and develop an effective organization of men and
women, who make up an enterprise and who have regard for the well-being of the individuals
and of working
Human capital consists of well-employed human resource that is actively engaged in
meaningful, worthwhile work and delivering some level of desired productivity. However, in
7
practice, such a distinction is not made and human capital is defined as consisting of
knowledge and abilities. For example, Becker has defined human capital as, “stocks of skills
and knowledge embodied in the ability value. It is the skill and knowledge gained by a
worker through education and training.
Since an organization performs a number of functions to achieve its objectives, it requires
human resources of different types which may be categorized on the basis of functional areas
like production, marketing, finance, etc. or organizational hierarchy or the levels at which
these resources are placed.
Thus, human resources across the functional areas may be arranged into top management,
middle management, supervisory management and operatives.
Human resource practices are strategic in nature. They represent a vital guidance system that
coordinates with executive business plan. HR practices form the foundation supporting the
way company's human capital will operate on company's behalf.

HR practices comprise the strategic operations of an organization. These include the mission
and goals of the HR department and how those goals align with corporate goals and policies.
HR practices are carried out through employees. Employees are motivated through personal
practices or a personal mission and goal, but they also align themselves with a department
mission or practice. This in turn is linked with corporate objectives to help an organization
succeed in carrying out its big-picture mission.
The success of any business depends as much on appropriate, effective , well-communicated,
HR and business practices as it depends on meeting the requirements of mandated laws and
regulations. In fact, good planning and the development of effective practices make
regulatory compliance much easier, HR practices helps in increasing the productivity and
quality, and to gain the competitive advantage of a workforce strategically aligned with the
organization's goals and objectives.

KPI's For HR PRACTICES

Some of the key performance indicators for Human Resources include but are not limited
to the following.
 Employees clarity on HR polices
 Employees clarity on roles, responsibilities and expectations
 Development of qualitative staff
 Number of HR issues arising for which there are no clear polices and guidelines
 Competitiveness of compensation structure relative to industry bench mark

8
  Usefulness and accuracy of compensation survey
 Lead time to respond to staff welfare issues
 Employees assessment of promotion criteria and process (clarity, fairness)
 Average time required to fill vacancy
 Measurement of HR policy violation
 Proportion of training programs resulting in productivity improvement
 Staff attrition rate
 Understanding / Clarity of the organizational philosophy
 outline internal capabilities and identify gaps on skills-competencies behavioral
aspects
 Prepare HR strategic Objectives and bring in clarity as to how the HR strategy
supports the organizational strategy
 Track and measure performance

Objectives HR practices
The main objective of HR practices is to diffrentiate the organization from its competitors by
effective and efficient HR Practices. By following this, the organization does its whole work
process. The objective of HR Practices is to increase productivity and quality, and to gain the
competitive advantage of a workforce strategically aligned with the organization's goals and
objectives

As the Transparent HR Practices can reduce attrition, Because-

Transparent HR Practices ensure continuous business growth in every organization.

It gives the suitable working environment to the employees.

The success of company motivates the employees of organization to continue relationship

with it. As all the employees perks chart has been mentioned according to their designation
in the HR Practices, it helps the employees to know what their perks charts are. So it creates
a transparency

The HR practices are as follows:

9
Recruitment and Selection:
It is a process to discover the sources of manpower to meet the requirements of the staffing
schedules and to employ the effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient workforce.

Edwin B. Flippo has defined it as " the process of searching for prospective employees and
stimulating them to apply for jobs in the organization."

Objectives of recruitment:

 To attract people with multi-dimensional skills and experiences that suit the present
and future organizational strategies.
 To develop an organizational culture that attracts competent people to the company.
 To design entry pay that competes on quality but not on quantum.
 To anticipate and find people for positions that do not exists yet.

Process

 Finding out the requirements(hiring vs. exit), upcoming vacancies, kind of employees
needed.
 Developing suitable techniques to attract suitable candidate
 Stimulating as many candidates as possible

Selection is one area where the interference of external factors is minimal. Hence the HR
department can use its discretion in framing its selection policy tools for the best result. An
analysis of the job to be done written into a job description so that the selectors know what
physical and mental characteristics applicants must possess, what qualities and attitudes are
desirable and what characteristics are a decided disadvantage.

10
Effectively, selection is 'buying' an employee(the price being the wage and salary multiplied
by probable years of service) . For that reason some firms (and some firms for particular
jobs) use external expert consultants for recruitment and selection

Performance Management System:

It is a structured method of formally and objectively evaluating employees' performance with
respect to their objectives. It addresses the issue of an employee's development by providing
them with structured and in-depth analysis of strengths and areas of improvement. It provides
with input for annual increments, training and development.

11
simply putting, a performance management system is essential to the success of any
organization because it influence the effort expended by employees, which in turn, drives
bottom-line business results. Furthermore, the Performance Management System helps an
organization identity, recruit, motivate, and retain key employees.

An effective Performance Management System should achieve the following:

Review the employment cycle of every employee,

Beginning with the recruiting process,

Employee development,

Ending with effective exit interviews.

Employee's knowledge, skills, and abilities with the organization's human capital needs and
business objectives.

Provide manager and employees with the tools necessary to focus on short-term and long
term goals that contribute to both career and organizational success.

HR Performance management system can be performed in three steps:

Need Analysis

Identifying competencies

Development of effective performance management system.

Performance appraisal
Performance appraisal has been defined as "process of identifying, evaluating and developing
the work performance of the employees in the organization so that the organizational goals
and objectives are more effectively achieved". The staff performance appraisal is an integral
responsibility of HRM professionals and managers of concerned departments. The process

12
used to appraise performance needs to be compatible with the culture and principles which
indicates the behavior of the organization

Each organization sets standards through which it measures the performance of employees. A
significant amount of theoretical and empirical work is available on how training and
development contributes to organizational performance . Acquisition of up to date skills
always enhance people's performance. Gaining a strong competitive position largely depends
on employees nad organizational aptitude towards innovation, change and development.

System of performance Appraisal-

a) Establish Performance Standard

b) Communicate standard and expectation to employees.

c) Measure actual performance , by following instructions.

d) Adjust actual performance due to environment influence.

e) Compare actual performance with set standard and find out deviations.

f) Suggest changes in job analysis and standards if necessary.

g) Follow up.

13
 Establishing performance

standards

Communicating standards and

expectations

Measuring the actual

performance

Comparing with standards

Discussing results

(Providing feedback)

Decision making - taking

corrective actions

Performance Appraisal Types

Most performance appraisals are top-down, meaning supervisors evaluate their staff with no
input from the subject. But there are other types:

 Self assessment: Individuals rate their job performance and behavior.

 Peer assessment: An individual's work group rates his performance.
 360-degree feedback assessment: Includes input from an individual, her supervisor
and her peers.
 Negotiated appraisal: A newer trend, utilizes a mediator and attempts to moderate the
adversarial nature of performance evaluations by allowing the subject to present first.

14
 Also focuses on what the individual is doing right before any criticism is given. This
structure tends to be useful during conflicts between subordinates and supervisors.

Training and Development

The needs of individual are objectively identified and necessary interventions are planned for
identified groups, which get rolled out in a phased manner through training calendar.

The training and development program is charted out to cover the number of trainees,
existing staff etc. The programs also cover the identification of resources personnel for
conducting development program, frequency of training and development programs and
budget allocation. Training and development programs can also be facilitated by job analysis.

The company has a strong focus on manpower training according to their requirements. The
internal training department aims at improving the skill sets relevant to the work profile of
employees.

The design of training program can be undertaken only when a clear training objective has
been produced. The training objective clears what goal has to be achieved by the end of
training program i.e. what the trainees are expected to be able to do at the end of their
training. Training objective assist trainers to design the training program.

Training Design :

The Trainer - Before starting a training program, a trainer analyzes his technical,
interpersonal, judgmental skills in order to deliver quality content to trainers.

The Trainees - A good training design requires close scrutiny of the trainees and their
profiles. Age, experience, needs and expectations of the trainees are some of the important
factors that affect training design.

Training Climate - A good training climate comprises of ambience, tone, feelings, positive
perception for training program.

Trainees' learning style - The learning style, age, experience, educational background of
trainees must be kept in mind in order to get the right pitch to the design of the program.

Training Strategies - Once the training objective has been identified, the trainer translates it
into specific training areas and modules. The trainer prepares the priority list of about what
must be included , what could be included.
15
Training Topics - After formulating a strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics and ad modules. these topics and
modules are then classified into information, knowledge, skills, and attitudes.

Sequence the Content - Contents are then sequenced in a following manner.

 From simple to complex

 Topics are arranged in terms of their relative importance

 From known to Unknown

 From specific to general

 Dependent relationship

Training tactics - Once the objectives and the strategy of the training program becomes
clear, trainer comes in the position to select most appropriate tactices or methods or
techniques.The method selection depends on the following factors:

 Trainees' background

 Time allocated

 Style preference of trainer

 Level of competence of trainer

 Availability of facilities and resources, etc.

Needs of training:

 Diagnosis of present problems and future challenges

 Improve individual performance or fix up performance deficiency

 Improve skills or knowledge or any other problem

 To anticipate future skill-needs and prepare employee to hadle more challenging task

16
 Organizational

Resources, Practices,

Priorities etc.

Trainer Training Climate Trainee

Trainer's Trainer's

Skills learning style

Training Training Training Support Program

Objective Strategies Tactics Facilities Design

Terminal Training On Off the

Topics Job
Objectives

Enabling Break up program contents into

Objectives subtopics or modules

Lesson Categories contents into information

,knowledge, skills & attitudes
Objective

Sequence the Contents

Determine learning
outcomes

for each topic

17
Talent Management:
It is a holistic and systematic process, across the group. It ia built on the work done so far on
people processes, and has a Talent Identification and Talent Development Strategy for all the
3 levels of management i.e. Senior, Middle and Junior Management. This is facilitated by
Development Assessment Centre followed by individual Development plan, enabling
planned succession and career management.

The talent management process includes HR process for:

 Recruitment

 Performance

 Compensation

 Succession planning

 Learning and other capabilities around self-services

 Analytics

 Reporting

Talent management is a key business process and like any business process takes inputs and
generates output.

Talent management is a professional term that gained popularity in the late 1990s. It refers to
the process of developing and fostering new workers through onboarding, developing, and
keeping current workers and attracting highly skilled workers to work for your company.

Companies that are engaged in talent management are atrategic and deliberate in how they
source, attract, select, train, develop, promote, and move employees through the organization.
This term also incorporates how companies drive performance at the individual level.

18
Job Analysis and Evaluation
It is broadly categorized in two parts. Job Analysis is a process to understand the job, identify
and disaggregate the activities, competencies and accountabilities associated with the job. It
defines and clusters the task required to perform the job. It also clarifies boundaries between
jobs. The output of Job Analysis exercise is referred to as job description.

Organizational Structure:
Using the basic object types - constructs of relationships is built to mirror the business
edifices and processes. By assigning object characteristics, validations, requirements etc, we
can capture complex organizational realities with relative ease.

Before creating all of the other necessary objects and relationships, the user must first create
a one organizational unit has created, it unit once create the appropriate organizational units
below it.

Jobs may be created after an organizational unit exists in the model.

You can assign cost centers to organizational units and positions.

Compensation Philosophy of the company:

It is an outcome of What the organization would like to pay for, which is determined by the
external and internal factors. All the processes are aligned to reinforce the philosophy. The
company views compensation not only as something that reflects on the pay slip or in the
CTC but also they are concerned about overall employee well being though they may not put
any monetary value on items like Scholarships, Club membership, Retirement benefit, Health
and Accident coverage.

The three major terms used in the company's compensation:

1. Fixed Cost: It is the fixed component of the salary that is committed to an employee and
is paid on monthly / annual basis. This includes base salary, all perks and reimbursements
and retrials such as PF, Gratuity and Superannuation.

2. Variable pay: This is the variable component, payout of which is contingent on Business,
Unit/Zone and Individual performance. Targets for the year will be fixed and communicated
at the beginning of every performance year

3. Cost to Company: This is a fixed cost and variable pay.

19
CTC is decided based on designation, qualification and experience. Basic is around 42% of
fixed cost without housing. Perks and allowances are fixed as per the designations. Variable
pay based on job band is payable at 18% , 15% , 12% of fixed cost without housing. Balance
amount is paid as special allowance.

Exit Interviews:
An exit interview is simply a conversation between a departing employee (who is leaving the
company either voluntarily or involuntarily) and a representative from the organization. The
interview can follow a structured format or be conducted on an informal basis; written
questionnaires can even be used in place of a face-to-face meeting. Whichever format is
used, exit interviews are generally documented.

Traditionally, exit interviews are conducted with employees leaving an organization. The
purpose of the interview is to or didn't like about their employment and what areas of the
organization they feel need improvement. Exit interviews are one of the most widely used
methods of gathering employee feedback, along with employee satisfaction surveys.

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Organizational Culture
Organization culture is a system of shared assumptions, values, and beliefs, which governs
how people behave in organizations. These shared values have a strong influence on the
people in the organization and dictate how they dress, act, and perform their jobs. Every
organization develops and maintains a unique culture, which provide guidelines and
boundaries for the behavior of the members of the organization.

The values and behaviors that contribute to the unique social and psychological environment
of an organization.
Organizational culture includes an organization's expectations, experiences, philosophy, and
values that hold it together, and is expressed in its self-image, inner workings, interactions
with the outside world, and future expectations. It is based on shared attitudes, beliefs,
customs, and written and unwritten rules that have been developed over time and are
considered valid. Also called corporate culture, it's shown in
(1) the ways the organization conducts its business, treats its employees, customers, and the
wider community,
(2) the extent to which freedom is allowed in decision making, developing new ideas, and
personal expression,
(3) how power and information flow through its hierarchy, and
(4) how committed employees are towards collective objectives.

It affects the organization's productivity and performance, and provides guidelines on

customer care and service, product quality and safety, attendance and punctuality, and
concern for the environment. It also extends to production-methods, marketing and
advertising practices, and to new product creation. Organizational culture is unique for every
organization and one of the hardest things to change

21
22
MARUTI SUZUKI INDIA LIMITED

Maruti Suzuki India Limited, formerly known as Maruti Udyog Limited, is an automobile
manufacturer in India. In 1982, a license & Joint Venture Agreement (JVA) was signed
between Maruti Udyog Ltd, and Suzuki of Japan. Maruti Suzuki manufactures and sells
popular cars such as the Ciaz, Ertiga, WagonR, Alto, Swift, Celerio, Swift Dzire, Baleno and
Baleno RS, Omni, Alto 800, Eeco, Ignis, S Cross. The company is headquartered at New
Delhi. In May 2015, the company produced its fifteenth millionth vehicle in India, a Swift
Dzire.

Maruti Suzuki India Limited recently

announced transformation of its retail network across India. The new showrooms, christened
Maruti Suzuki ARENA, will sport modern looks and offer a warm, friendly and comfortable
environment to the customers. The Company targets to set up over 80 Maruti Suzuki
ARENA by March 2018. Maruti Suzuki ARENA is powered by technology to use the digital
medium to connect with the customers.

In 2015 Maruti Suzuki launched NEXA, a new dealership format

for its premium cars. Maruti currently sells the Baleno, Baleno RS, S-Cross, Ciaz and Ignis
through NEXA outlets. S-Cross was the first car to be sold through NEXA outlets. Nexa is a
retail network from Maruti Suzuki that caters the high-end consumers who have gone beyond
their first cars and are now looking for an experience. It offers a high level of sophistication
and is based on the principles of exclusivity, pampering and listening to the consumer.

Maruti True Value service offered by Maruti Suzuki to its customers. It is a market place for
used Maruti Suzuki Vehicles. One can buy, sell or exchange used Maruti or Non Maruti
vehicles with the help of this service in India. True Value was first launched in 2001. With
the Super Carry, Maruti Suzuki marks its entry into the Light Commercial Vehicle (LCV)
segment in the year 2016.

23
 PATEL MOTORS (INDORE) PVT. LTD.

PATEL MOTORS PVT. LTD. is the largest and oldest automobile company in the state of
Madhya Pradesh, having the distribution business of TAFE for Tractors, VE commercial ltd.
for the commercial and passenger vehicle & Maruti Suzuki Passenger car for the western part
of M.P. Patel Motors endeavors to achieve highest level of customer satisfaction and
improving the buying experience for our customers.

Patel motors have best of the sales staff to cater all customer's car buying needs
and also have the skilled professional to take care for customer's car services and other
requirements. They not only sell car but also deal in Insurance, Finance, Accessories. Patel
Motors have its own and dedicated call center for service and insurance.

At present we have 20 outlets in various location in M.P. having eight service point for
Maruti & three for Commercial vehicle and one for Tractor. They have all allied business
under one roof i.e. True Value, MGA, Insurance, Finance and for all we have dedicated
separate team as well. They are top in MP in CIAZ Sedan Sale for which we have been
awarded from MSIL &have maximum share in ISL (Institutional Sales).

24
 HISTORY
Patel Motors started with a very small firm named “P. Patel Sales Agency” in 1972 by Mr.
Vallabh Bhai Patel - Chairman (CM) which sold spare parts of diesel engine used in boring
machines and irrigation.

A business of authorized dealership of Tractors and Farms Equipments

Limited (TAFE) was started by forming a partnership firm under the name “M/s Patel
Motors & Tractors in 1985.Within 2-3 years, the firm captured a major portion of Indore as
well as surrounding areas and also sold highest number of newly launched MF-1040 in India.

The firm was converted into private limited company named as "Patel Motors (Indore) Pvt.
Ltd." in the year 1993. They acquired dealership of Eicher Motors Ltd. in 1994 for sale of
Eicher Light & Medium Commercial Vehicle for Indore and other 10 districts.

In the year 1997, the company acquired dealership of Maruti Udyog Ltd. (MUL), and in the
first year of the operation, company got all India top position in the “Customer Satisfaction
in Sales as well in the service”. Since 1997, the company is the largest selling Maruti Dealer
in the state of M.P.

In 2007,Company started a well-equipped “MARUTI DRIVING SCHOOL”.

Below are some awards received by Patel Motors Pvt. Ltd. for their outstanding performance
:

 “All India No-1 Dealer” in service performance ranking in year 1998-99.

 “Excellence in Dealership Standards” in Central region 00-01.

 Awarded by best dealer in sales in 2005-06.

 Winner of talent search competition at region level in 2007-08.

 Awarded for “Star Performer All Rounder” in 3rd Annual Rose meet Jun-09.

 Patel Motors awarded as Platinum Dealer of Maruti Suzuki in the Year 2014.

25
 REVIEW OF LITERATURE

The related previous studies are given below:

Osman et al (2016) in their study on the Relationship between human resource practices and
firm performance: An empirical assessment of firms in Malaysia, found that the effectiveness
of implementing HR practices in a company does indeed have a major impact of 50 per cent
towards a firm’s performance
Saxena and Tiwari (2015) examined the HRM Practices implemented by leading IT
Companies such as TATA, Infosys and Wipro in India. They developed the 3cTER
Framework of HRM practices and identified Training and Development, Employer-
Employee Relations, Recognition through Rewards, Culture building, Career Development,
Compensation and Benefits as important HRM Practices.
Satheeshkumar L. (2012) in his article entitled “Payment System” has stated that
concentration on quality is increasingly a characteristic of strategic planning. It is an
important element in HRM as employee’s effort is directed towards organization survival
and development.
W. Cathirne Anitha (2012) conducted a research study on Human Resource Management
in Neyveli Lignite Corporation Limited. The conclusion was that the challenge before human
resource management department was to actively coordinate, synergize and monitor the
various areas of human resources and achieve the objectives of the corporation
Sandra King and Kauanui et al (2006) took a study on “Impact of HRM : SME
Performance in Vietnam”. A sample of 200 Hanoi manufacturing SMEs was surveyed
regarding their training, performance appraisal and incentive compensation have positive
effects on Vietnamese SME performance, with incentive compensation having the greatest
impact.
Fiona Edar and Alan J Geare (2005) conducted a study on “Employee Voice on HRM”.
This exploratory study examined the current views of 626 New Zealand employees about
HRM in their organizations. The study revealed that from an employee’s perspective training
and development is becoming an increasingly important issue.
Selvaraj and Muthu Deivakani (2005)22, “Human resources development in co-operative
milk supply society”, study reveals that healthy personality and education is a good sign of
having job satisfaction. Job satisfaction is an important factor related to variables like job
involvement, organisation, commitment, etc.
. Cherrie Juhna Zhu et al (2009) attempted a research study on “A Problematic
Transition to a Strategic Role: HRM in Industrial Enterprises in China”. The study
revealed the changing business environment in China and participation by the HR function in
strategic decision making were the strongest predicators of HRM practices.
26
Andre Luiz Fisher and Lindolfo Go De Albuquerque (2008) undertook a study on
“Trends of HRM Model in British Companies – A Forecast according to Opinion Leaders
from the Area”. Having consulted more than 160 people, it was observed that themes such as
the management of competences, corporate education and encouragement for organizational
learning will be gradually assimilated by companies.
Pawan S. Buhdwar and George Boyne (2006) conducted a study on, "Human Resource
Management in the Indian Public and Private Sectors: An Empirical comparision.”.
The Investigation is based on a questionnaire survey of 137 large manufacturing firms
(public sector= 81; private sector = 56). In functional areas like compensation and training
and development, Indian private sector firms have adopted a more rational approach than
their public sector counterparts.
Chakraborty (2004)21 “Job satisfaction does solely depend upon the nature of job”. The
study reveals that teacher’s job satisfaction also lightly depends on institutional work
cultural, personal relation among the teachers, salary obtained by the teachers, institution
library facilities, communication facility etc.

27
 RATIONALE OF STUDY

The basic and primary need of this study lies in understanding and analyzing the satisfaction
and the perception levels of the working employees on the human resource practices and
organization culture through some of the intense methodologies and techniques. This
analytical evaluation helps in finding out the different dynamic development in their regular
routines and working styles, on the adoption of well stated polices. The must requiring
essentiality of any organization would be to retain the existing employees and also to reduce
the increasing attrition rates. This study will certainly facilitates in rendering effective path
ways for retaining the employees and also to hold in their upright position to make over their
continual services for the beneficiary betterment of themselves as well as the organization.
Their continual service and sustaining support will automatically assist the firm in attainment
of the pre-set goals where the effectiveness of the human resources is also developed by
them.

28
 OBJECTIVES OF THE STUDY

As we know the whole function of HR department depends upon the HR Practices of the
organization. The HR management is done according to the HR practices of the company.
Which things to be done and which things should not be done depend upon this only. It also
helps the organization to achieve the target of the organization.
The HR policies of the organization have been mentioned to the HR practices. All the rules
and regulations for the employees have been also mentioned in this. All the welfare of the
employees' processes is also mentioned in this.
So the study of the HR practices means basically the brief study of all HR functions in the
organization. I believe the HR practices is a vital part of the organization, which helps the
organization to achieve the goal of the organization.
All companies are having their HR practices but the company who is having the best, is the
most successful company among its competitors. So the company can get success within its
competitors by applying best, effective HR practices.
Primary Objectives
To ascertain the perception levels of the employees towards human resource practices at
patel motors.
Secondary objectives
 To determine the satisfaction level of employees towards training and development
practices carried away at the organization
 To study and analyze the HR policies by citing special reference to performance
appraisal

HR function is very important in every important in every organization. It helps the

organization to manage all the working processes in it also. HR is management function that
helps managers to recruit, select, train, and develop members for an organizations. Obviously
HR is concerned with the people's dimensions in organizations. HR refers to set of programs,
function, and activities designed and carried out.

29
 RESEARCH METHODOLOGY

Research may be defined as the scientific an systematic search for pertinent information on a
specific topic. in fact, research is an art of scientific investigation. It means acquiring new
knowledge from events where validity and reliability are closely related. So, reliability is a
precondition to validity.
Research also depicts the search for knowledge or any systematic investigation to establish
reliable facts. The primary purpose for using applied research is to discover, interpret and
analyse the development of methods and systems for the advancement of the human
knowledge on a wide variety of scientific matters of our world and the universe. Research
can use latest scientific methods but is not necessary to implement so.

Research type
The research design is purely and simply the framework or plan for the study that guides the
collection and analysis of data.
The type of research design used is Descriptive Research Design. It is the one that simply
describes something such as demographic characteristics of respondents. The descriptive
study is typically concerned with determining the number of respondents with something
occurs or how two variables vary together.

Research Instrument
Questionnaire is used as the research instrument.

Sampling
It is the process of obtaining information about entire population by examining a sample of
population. In this research work only a few items are selected from the universe for study
purpose.
The study was conducted with a sample of fifty respondents. The study was descriptive in
nature. The sampling methods used for the study is full quota sampling.
Sample size
The sample size is 50
Sampling unit
The sampling unit is the employees of the patel motors.
Sampling technique
The sampling design is full convinent sampling

Sources of data
30
Primary data
Primary data are that information which is collected through survey using the questionnaire
Secondary data
The secondary data are that information which is collected from the company own records,
documents and websities.
Tools for data collection
The required data were collected from the clients via questionnaire. With the help of the
collected data, bar diagrams and pie charts would be drawn and based on those data
interpretation, conclusion and recommendation would be formulated.

Analytical Tools
The analytical tools used for analysing the collected data:
 Tables
 Pie charts

Representation
Tables and pie charts are used for representation

31
 ANALYSIS AND INTERPRETATION

AGE:

Choices % Count

Below 25 yrs 44.00% 22

25 - 35 yrs 36.00% 18
36 - 45 yrs 14% 7
46 - 55 yrs 6% 3
Above 55 yrs 0.00% 0

%
0.00%

6%
14%
44.00% Below 25 yrs
25 - 35 yrs
36 - 45 yrs
36.00%
46 - 55 yrs
Above 55 yrs

INTERPRETATION: The above response shows that 44% of the respondents are
below 25 years, 36% of the respondents are 25-35 year of age, 14% of the respondents are
46-35 years of age and 6% of the respondents are above 55 years.

32
YEARS OF EXPERIENCE

Choices % Count

Below 2 yrs 32.00% 16

2 - 5 yrs 44.00% 22

5 - 10 yrs 12.00% 6

above 10 yrs 12.00% 6

12%
32%
12%
Below 2 yrs
2 - 5 yrs
5 - 10 yrs
44%
above 10 yrs

INTERPRETATION:
The above response shows that 32% of the respondents are having below 2 years experience,
44% of the respondents are having 2-5 years of experience, 12% of the respondents are
having experience of 5-10 years of experience and 12% of the respondents are having
experience of above 10 years.

33
INCOME

Choices % Count

Below 1,00,000 18.00% 9

I,00,000 - 2,00,000 26.00% 13

2,00,000 - 3,00,000 48.00% 24

Above 5,00,000 8.00% 4

8% 20%
Below 1,00,000
1,00,000 - 2,00,000
48% 24%
2,00,000 - 5,00,000
Above 5,00,000

INTERPRETATION:
The above response shows that 20% of the respondents earn income below 1,00,000 ,24% of
the respondents earn income between 1,00,000-2,00,000 , 48% of the respondents earn
income between 2,00,000 – 5,00,000 and 8% of the respondents earn income above 5,00,000.

34
QUALIFICATION:

Choices % Column1
Diploma 14.00% 7
Under Graduate 4.00% 2
Graduate 28.00% 14
Post Graduate 54.00% 27
Other 0.00% 0

%
0%

14% 4%
Diploma
Under Graduate
54%
28% Graduate
Post Graduate
Other

INTERPRETATION:
The above response shows that 14% of the respondents are have diploma, 4% of the
respondents are undergraduate, 28% of the respondents are graduate and 54% of the
respondents are post graduate.

35
1.1 How many training programs do you attend in a year.

Choices % Count
Five 16.00% 8
Less than Five 34.00% 17
More than Five 14.00% 7
Ocassionally 32.00% 16
Frequently 4.00% 2

4% 16%
32% Five
Less than Five

34% More than Five

14% Ocassionally
Frequently

INTERPRETATION: The above response shows that 16% of respondents undergoes

training five time in year, 34% of respondents undergoes training less than five time in a
year, 14% of respondents undergoes training more than five time in a year, 32% of
respondents undergoes training ocassionally and 4% of the respondents undergoes training
frequently.

36
1.2 State your stand on the satisfaction levels of the training program
that were being provided for the accomplishment of the pre set
objectives.

Choices % Count
Highly Satisfied 40.00% 20
Satisfied 40.00% 20
Neutral 14.00% 7
Dissatisfied 6.00% 3
Highly Dissatisfied 0.00% 0

%
0%

6%
14%
40% Highly Satisfied
Satisfied
Neutral
40% Dissatisfied
Highly Dissatisfied

INTERPRETATION: The above shows that 40% of respondents are highly satisfied ,
40% of respondents are satisfied, 14% of the respondents are neutral and 6% of the
respondents are dissatisfied with the training program that were being provided for the
accomplishment of pre set objectives.

37
1.3 Do you agree that the training program conducted by the trainers
meeting out to the expected satisfaction levels.

Choices % Count
Strongly Agree 30.00% 15
Agree 50.00% 25
Neutral 16.00% 8
Disagree 4.00% 2
Strongly disagree 0.00% 0

%
0%

4%
16% 30%
Strongly Agree
Agree
Neutral

50% Disagree
Strongly disagree

INTERPRETATION: The above response shows that 30% of the respondents are
strongly agree, 50% of the respondents are agree, 16% of the respondents are neutral and 4%
of the respondents are disagree

38
1.4 What mode of training method is normally used in your
organization.

Choices % Count
Job Rotation 34.00% 17
External training 28.00% 14
Conference/Discussion 26.00% 13
Programmed instructions 12.00% 6

12%
34%
Job Rotation
26%
External training
Conference/Discussion
28%
Programmed instructions

INTERPRETATION: The above response shows that 34% of the respondents got
training through job rotation, 28% of the respondents got training through external training,
26% of the respondents got training through conference/Discussions and 12% of the
respondents got training through programmed instructions.

39
1.5 Based on your experience, state your satisfaction on the "on-the-
job" training offered by the organization for your job enrichment.

Choices % Count
Highly Satisfied 40.00% 20
Satisfied 36.00% 18
Neutral 14.00% 7
Dissatisfied 6.00% 3
Highly dissatisfied 4.00% 2

6% 4%
14% 40% Highly Satisfied
Satisfied
Neutral
36% Dissatisfied
Highly dissatisfied

INTERPRETATION: The above response shows that 40% of the respondents are
highly satisfied , 36% of the respondents are satisfied, 14% of the respondents are neutral,
6% of the respondents are dissatisfied, 4% of the respondents are highly dissatisfied with
statement.

40
1.6 Do you agree that the trainers who conduct training program are
very well equiped with training subject.

Choices % Count
Strongly agreed 38.00% 19
Agreed 40.00% 20
Neutral 18.00% 9
Disagree 4.00% 2
Strongly Disagree 0.00% 0

%
0%
4%
18%
38% Strongly agreed
Agreed
Neutral
40% Disagree
Strongly Disagree

INTERPRETATION: The above response shows that 38% of the respondents are
strongly agreed, 40% of the respondents are agree, 18% of the respondents are neutral and
4% of the respondents are disagree with the statement.

41
1.7 Organization considers training as a part of the organizational
long time growth.

Choices % Count
Strongly Agree 38.00% 19
Agree 28.00% 14
Neutral 20.00% 10
Disagree 6.00% 3
Strongly Disagree 8.00% 4

6% 8%
38% Strongly Agree
20% Agree
Neutral
Disagree
28%
Strongly Disagree

INTERPRETATION:
The above response shows that 38% of the respondents are strongly agree, 28% of the 28%
of the respondents are agree , 20% of the respondents are neutral, 6% of the respondents are
disagree and 8% of the respondents are strongly disagree.

42
1.8 Is enough practice given to you during training sessions

Choices % Count
Strongly Agree 38.00% 19
Agree 42.00% 21
Neutral 14.00% 7
Disagree 6.00% 3
Strongly disagree 0.00% 0

%
0%

6%
14%
38% Strongly Agree
Agree
Neutral
42% Disagree
Strongly disagree

INTERPRETATION:
The above response shows that 38% of the respondents are strongly agree,42% of the
respondents are agree, 14% of the respondents are neutral,6% of the respondents are disagree
with the statement.

43
1.9 What are all the conditions that have to be mandatorily improved
during training sessions.

Choices % Count
Reorganize workplace 30.00% 15
Remove interference 20.00% 10
Improve the presentation skills of the trainer 24.00% 12
Upgrade the information on the technicalities given
during training 16.00% 8
All the above 10.00% 5

%
Reorganize workplace

5%
17% 32% Remove interference

25%
Improve the presentation
21%
skills of the trainer

Upgrade the information

on the technicalities given
during training

INTERPRETATION:The above response shows that 32% of the respondent

say that work place should be reorganize, 21% of the respondents say that interference
should be removed, 25% of the respondents say that trainer's presentation skill should be
improved and 15 % of the respondents say that information on the technicalities given during
training should be upgrade and 10% of the respondents say that all the above should be
improved.

44
 1.10 Is training sessions conducted in your organization is
effective.

Choices % Count
Strongly Agree 32.00% 16
Agree 42.00% 21
Neutral 22.00% 11
Disagree 2.00% 1
Strongly Disagree 2.00% 1

%
2% 2%

22% 32%
Strongly Agree
Agree
Neutral
Disagree
42%
Strongly Disagree

INTERPRETATION:The above response shows that 32% of the respondents

are strongly agree, 42% of the respondents are agree, 22% of the respondents are neutral, 2%
of the respondents are disagree and 2% of the respondents are strongly disagree with the
statement.

45
 1.11 The organization appraises the performance of its employees
at regular intervals.

Choices % Count
Strongly agree 40.00% 20
Agree 34.00% 17
Neutral 12.00% 6
Disagree 8.00% 4
Strongly disagree 6.00% 3

8% 6%

12% 40% Strongly agree

Agree
Neutral
Disagree
34%
Strongly disagree

INTERPRETATION: The above response shows that 40% of the respondents

are strongly agree, 34% of the respondents are agree, 12% of the respondents are neutral, 8%
of the respondents are disagree and 6% of the respondents are strongly disagree with the
statement.

46
 1.12 Rate the effectiveness of the performance appraisal tool used
in evaluating the performance

Choices % Count
Highly satisfied 30.00% 15
Satisfied 44.00% 22
Neutral 18.00% 9
Dissatisfied 6.00% 3
Highly Dissatisfied 2.00% 1

%
2%
6%
18% 30% Highly satisfied
Satisfied
Neutral
Dissatisfied
44%
Highly Dissatisfied

INTERPRETATION:
The above response shows that 30% of the respondents are highly satisfied, 44% of the
respondents are satisfied, 18% of the respondents are neutral, 6% of the respondents are
dissatisfied and 2% of the respondents are highly dissatisfied with the statement.

47
1.13 Are you satisfied with the weighted given against each activity
that you are supposed to perform in the specified period in
performance appraisal sheet.

Choice % Count
Strongly Agree 42% 21
Agree 44% 22
Neutral 12% 6
Disagree 2% 1
Strongly disagree 0% 0

%
0%

8%
8%
38% Strongly Agree
Agree
Neutral
46% Disagree
Strongly disagree

INTERPRETATION:
The above response shows that 42% of the respondents are strongly are, 44% of the
respondents are agree, 8% of the respondents are neutral, 8% of the respondents are strongly
disagree with the statement.

48
1.14 Do you think based on the feedback is there any training
program being implemented

Choice % Count
Strongly agree 38% 19
Agree 46% 23
Neutral 8% 4
Disagree 8% 4
Strongly disagree 0% 0

%
0%

8%
8%
Strongly agree
38%
Agree
Neutral
Disagree
46% Strongly disagree

INTERPRETATION:
The above response shows that 38% of the respondents are strongly agree, 46% of the
respondents are agree, 8% of the respondents are neutral and 8% of the respondents are
disagree with the statement.

49
1.15 In your opinion performance appraisal system of your
organization is related to which of the following.

Choice % Count
Retention of employees 30% 15
Recruitment System 26% 13
Organizational culture 16% 8
Motivation to employees 28% 14

28% 30%
Retention of employees
Recruitment System
16% Organizational culture
26%
Motivation to employees

INTERPRETATION:
The above response shows that 30% of the respondents say that performance appraisal is
conducted for the sake of retaining employees, 26% of the respondents say that performance
appraisal is conducted for the sake recruitment system, 16% of the respondents say that
performance appraisal is conducted for the sake of organizational culture and 28% of the
employees say that performance appraisal is conducted for the sake of motivation to
employees.

50
1.16 Does the current performance evaluation tool require any
changes in near future.

Choices % Count
Strongly agree 34% 17
Agree 42% 21
Neutral 12% 6
Disagree 12% 6
Strongly disagree 0% 0

%
0%

12%
12% 34% Strongly agree
Agree
Neutral

42% Disagree
Strongly disagree

INTERPRETATION:
The above response shows that 34% of the respondents are strongly agree, 42% of the
respondents are agree, 12% of the respondents are neutral and 12% of the respondents are
disagree with the statement.

51
1.17 Do you agree that you receive any increment in your salary after
performance appraisal.

Choices % Count
Strongly agree 34% 17
Agree 42% 21
Neutral 12% 6
Disagree 8% 4
Strongly Disagree 4% 2

8% 4%
12% 34% Strongly agree
Agree
Neutral

42% Disagree
Strongly Disagree

INTERPRETATION:
The above response shows that 34% of the respondents are strongly agree' 42% of the
respondents are agree, 12% of the respondents are neutral, 8% of the respondents are
disagree and 4% of the respondents are strongly disagree with the statement.

52
1.18 Performance appraisal helps employee to set and achieve
meaningful goals.

Choices % Count
Strongly agree 32% 16
Agree 36% 18
Neutral 20% 10
Disagree 10% 5
Strongly Disagree 2% 1

%
2%

10%
32% Strongly agree
20%
Agree
Neutral
Disagree
36%
Strongly Disagree

INTERPRETATION:
The above response shows that 32% of the respondents are strongly agree, 36% of the
respondents are agree, 20% of the respondents are neutral, 10% of the respondents are
disagree with the statement.

53
1.19 What is your satisfaction level with due course of performance
appraisal.

Choices % Count
Highly Satisfied 56% 28
Satisfied 26% 13
Neutral 10% 5
Dissatisfied 6% 3
Highly dissatisfied 2% 1

%
2%

6%
10%
Highly Satisfie
Satisfied
26% 56%
Neutral
Dissatisfied
Highly dissatisfied

INTERPRETATION:
The above response shows that 56% of the respondents are highly satisfied, 26% of the
respondents are satisfied , 10% of the respondents are neutral, 6% of the respondents are
dissatisfied and 2% of the respondents are highly dissatisfied with the statement.

54
1.20 Do you agree that all factors facilitating and hindering
performance are taken into consideration while appraising the
performance.

Choices % Count

Yes 70% 35

No 4% 2

Maybe 26% 13

26%

Yes
No
70%
4% Maybe

INTERPRETATION:
The above response shows that 70% of the respondents says yes, 4% of the respondents says
no and 26% of the respondents say maybe for the statement.

55
 FINDINGS FROM THE STUDY

 16% of respondents undergoes training five time in year, 34% of respondents

undergoes training less than five time in a year, 14% of respondents undergoes
training more than five time in a year, 32% of respondents undergoes training
ocassionally and 4% of the respondents undergoes training frequently.
 40% of respondents are highly satisfied , 40% of respondents are satisfied, 14% of the
respondents are neutral and 6% of the respondents are dissatisfied with the training
program that were being provided for the accomplishment of pre set objectives.
 30% of the respondents are strongly agree, 50% of the respondents are agree, 16% of
the respondents are neutral and 4% of the respondents are disagree by the training
program conducted by the trainers meeting out to the expected satisfaction levels.
 34% of the respondents got training through job rotation, 28% of the respondents got
training through external training, 26% of the respondents got training through
conference/Discussions and 12% of the respondents got training through programmed
instructions.
 40% of the respondents are highly satisfied , 36% of the respondents are satisfied,
14% of the respondents are neutral, 6% of the respondents are dissatisfied, 4% of the
respondents are highly dissatisfied with ”on-the-job” training program offered by the
organization for your job enrichment..
 38% of the respondents are strongly agreed, 40% of the respondents are agree, 18% of
the respondents are neutral and 4% of the respondents are disagree with the trainers
who conduct training program.
 38% of the respondents are strongly agree, 28% of the 28% of the respondents are
agree , 20% of the respondents are neutral, 6% of the respondents are disagree and 8%
of the respondents are strongly disagree with the organization considers training as a
part of the organizational long time growth.
 38% of the respondents are strongly agree,42% of the respondents are agree, 14% of
the respondents are neutral,6% of the respondents are disagree with the practice given
to them during training sessions.
 32% of the respondent say that work place should be reorganize, 21% of the
respondents say that interference should be removed, 25% of the respondents say that
trainer's presentation skill should be improved and 15 % of the respondents say that
information on the technicalities given during training should be upgrade and 10% of
the respondents say that all the above should be improved.
 that 30% of the respondents say that performance appraisal is conducted for the sake
of retaining employees, 26% of the respondents say that performance appraisal is
conducted for the sake recruitment system, 16% of the respondents say that
performance appraisal is conducted for the sake of organizational culture and 28% of
the employees say that performance appraisal is conducted for the sake of motivation
to employees.
 that 34% of the respondents are strongly agree, 42% of the respondents are agree, 12%
of the respondents are neutral, 8% of the respondents are disagree and 4% of the
respondents are strongly disagree with the increments they receive after performance
appraisal.

56
 32% of the respondents are strongly agree, 36% of the respondents are agree, 20% of
the respondents are neutral, 10% of the respondents are disagree with the statement
that performance appraisal helps them to set and achieve meaningful goals.
 56% of the respondents are highly satisfied, 26% of the respondents are satisfied ,
10% of the respondents are neutral, 6% of the respondents are dissatisfied and 2% of
the respondents are highly dissatisfied with the appraiser in due course of performance
appraisal.
 that 70% of the respondents says yes, 4% of the respondents says no and 26% of the
respondents say maybe for the statement that all factors facilitating and hindering
performance are taken into consideration while appraising the prformance

57
 SUGGESTIONS AND RECOMMENDATION
 The HR department should take necessary steps to provide "on-the-job" training like
job instruction training, internships, practical experience which will be more effective
than just lectures and demonstrations
 Feedback about the job performers should be given every month so that it will be
helpful for the employees to take steps for their improvement were they can put charts
on their daily improvement.
 The trainers should be more effective such that all the objectives of training program
are being met where a small introduction about the trainer can be given to know their
skills and abilities before the training program.
 The HR department should know more about the needs of employees and then arrange
for the training programs. This can be achieved through formal discussions with
supervisors to make training effective and objective oriented.
 The criteria of performance appraisal should be briefed to the employees should be
taken into consideration while including certain criterions for effective appraisal.
 Training program should be implemented based on feedback given to employees.
 Employee should be considered for the increment in salary, if their performance
exceeds beyond predetermined standards.

58
 CONCLUSION

The present study has been undertaken with the objective of analysing the perception
of employees towards the human resource practices and organizational culture namely
performance appraisal and training and development. After the long study and survey
about the two practices, it can be said that the practices need lot more improvement,
revision and extension to all the employees of the company at each level. An effective
human resource development practice and its proper implementation is very much
essential for regular periodical feedback and evaluation of the employee so that it can
stand as an effective and much well planned activity

Human resource development is an important part of every organisation. Through

which organization can help employees in adjusting themselves to the organization's
practice and market competitive environment.

59
 BIBLIOGRAPHY

Approaches to training and development, cases and banaham, third edtion, asoke K. Ghosh,
prentice- hall of India private limited, 2007.

 Importance of training and team working, Booth and Snower, Ninth edition, Sathish
K. Kapoor and Purva Kansal, 1996.
 Effectiveness of training ,Diarmuid De Faoite, Colette Henery, First edition,2002.
 Methods of perfomance appraisal plans, Landy and farr, 1996.
 Effectiveness of entrepreneurship training and support initiatives, Colette Henery,
Kate Johnston, First edition, pearson education private limited,2003
 Training methods and objectives, Joe Perdue, Jack D. Ninemeier, Robert H. Woods,
second edition, MCB UP Ltd, 2002.
 Employee Assessment, William and Keith, 2001.
Kothery.C.R, “Research Methodology” , Wishwa Publication, 2001

60
 QUESTIONNAIRE

i. Age

 Below 25 years
 26 - 35 years
 36 - 45 years
 46 - 55 years
 Above 55 yrs

ii. Gender

 Married
 Single

iii. Qualification

 Diploma
 undergraduate
 Graduate
 Post graduate

iv. Years of Experience

 Below 2 years
 2 - 5 years
 5 - 10 years
 Above 10 years

Income

 BELOW 1,00,000
 1,00,000 - 2,00,000
 2,00,000 - 5,00,000
 Above 5,00,000

61
1. How many training programs do you attend in a year

o Five
o Less than Five
o More than Five
o Ocassionaly
o Frequently

2. State your stand on the satisfaction levels of the training program that were being provided
for the accomplishment of the pre set objectives.

o Highly satisfied
o Satisfied
o Neutral
o Dissatisfied
o Highly dissatisfied

3. Do you agree that training program conducted by the trainers meeting out to the expected
satisfaction levels.

o Strongly agree
o agree
o Neutral
o Disagree
o Strongly disagree

4. What mode of training method is normally used in your organization.

o Job rotation
o External training
o Conference/ discussion
o Programmed instructions

5. Based on your experience , state your satisfaction levels on the "on-the-job" training
offered by the organization for your job enrichment.

o Highly satisfied
o Satisfied

62
 o Neutral
o Dissatisfied
o Highly dissatisfied

6. Do you agree that the trainers who conduct training program are very well equiped with
training subject.

o Strongly agree
o agree
o Neutral
o Disagree
o Strongly disagree

7. Your organization considers training as a part of the organizational long time growth.

o Strongly agree
o agree
o Neutral
o Disagree
o Strongly disagree

8. What are all the conditions that have to be mandatorily improved during training sessions.

o Reorganize Workplace
o Remove interference
o Improve the presentation skills of the trainer
o Upgrade the information on technicalities given during training
o All the above

9. Is training sessions conducted in your organization is effective.

o Strongly agree
o agree
o Neutral
o Disagree
o Strongly disagree

10. Is enough practice given to you during training sessions.

o Strongly agree
o agree
o Neutral
o Disagree
o Strongly disagree
63
11. The organization appraises the performance of its employees at regular intervals.

o Highly satisfied
o Satisfied
o Neutral
o Dissatisfied
o Highly dissatisfied

12. Rate the effectiveness of the performance appraisal tool used in evaluating the
performance.

o Strongly agree
o agree
o Neutral
o Disagree
o Strongly disagree

13.Do you think that based on the feedback is there any training program being implemented.

o Strongly agree
o agree
o Neutral
o Disagree
o Strongly disagree

14. Are you satisfied with the weight given against each activity that you are supposed to
perform in thr specified period in performance appraisal sheet.

o Strongly agree
o agree
o Neutral
o Disagree
o Strongly disagree

15. In your opinion, performance appraisal system of your organization is related to which of
the following.

o Retention of employees
o Recruitment system
o Organizational culture

64
 o Motivation to employee
o other
16.Does the current performance evaluation tool require any changes in near future.

o Strongly agree
o agree
o Neutral
o Disagree
o Strongly disagree

17. Do you agree that you receive any increments in your salary after performance appraisal.

o Strongly agree
o agree
o Neutral
o Disagree
o Strongly disagree

18. Performance appraisal helps me to set and achieve meaningful goals.

o Strongly agree
o agree
o Neutral
o Disagree
o Strongly disagree

19. what is your satisfaction level with appraiser in due course of performance appraisal.

o Highly satisfied
o Satisfied
o Neutral
o Dissatisfied
o Highly dissatisfied

20. Do you agree that all factors facilitating and hindering performance are taken into
consederation while appraising the performance.

o Yes
o No
o Maybe

65
66