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Organizational and Effectiveness of A HR of JK Paper Mill Rayagada
Organizational and Effectiveness of A HR of JK Paper Mill Rayagada
PROJECT REPORT ON
“Organizational and Effectiveness of a HR
of JK paper Mill”
Tapas Pradhan
Exam Roll No. : 011703CM396
Class Roll No. : BC17-192
1
Dr. Yajnya Dutta Nayak P.G. Dept. of Commerce
Berhampur -1
Email: yajnya.dutta@gmail.com
CERTIFICATE
Place:-
2
DECLARATION
The matter embodied in the project work has not been submitted for
the award of any other degree, diploma or any other similar title or
prizes to the best of my knowledge and belief
TAPAS PRADHAN
Last but not the least, I am also thankful to my friends specially Udit
Narayan Koushalya , Tejaswini Pattnaik and ,Tushar Dash colleagues,
parents and all faculty member of commerce department whose co-
operation and moral support has contributed major part in preparation
of my project.
TAPAS PRADHAN
BIBLIOGRAPHY 44
1 JK PRODUCT RANGE 9
3 HRM AT JKPM 12
1
Company profile of JK PAPER MILL:
The foundation of J.K. Organization was laid when the nation was
passing through turbulent times. It was the time when Indians were
discriminated against, in their own homeland. Born on 7th November 1884,
Lala Kamlapatji, the worthy son of Lala Juggilal Singhania, had the
determination to fight against this discrimination and a vision to make Indian
business self reliant. With this inspiration he set up the first cotton mill in
northern India JK Cotton Spinning Mill in 1921, exclusively using Indian
capital, management and labour. After this, many other enterprises were started.
JK Jute Mills Co Ltd, JK Iron & Steel Co Ltd, JK Oil Mills, JK Cotton
Manufacturers, JK Hosiery Factory (Calcutta), Motilal Padampat Sugar Mills,
Kamla Ice Factory… an empire was being created.
3
India without any foreign collaboration and became one of the largest
manufacturers of various nylon / synthetic fibres yarns.
The year 1977 was yet another landmark year for J.K. Organisation as the
conglomerate entered into the business of producing tyres, which was till then
the domain of multi-nationals. JK Tyre commenced production in its ultra
modern manufacturing unit in Kankroli Rajasthan, in technical collaboration
with General Tire Company of USA and pioneered the launching of steel belted
radial car tyres for the first time in India. Today, JK’s Truck radial uses cutting
edge technology for leadership in the industry.
The Singhanias of today and their generation next have inherited the spirit
of entrepreneurship from their forefathers. Under the visionary leadership of
Shri Hari Shankar Singhania, President, J.K. Organisation, supported by his
brothers, the Organisation has shown continuous and exemplary growth in
diversified fields of industry. The group had achieved a lead position in major
business over the years.
4
JK Paper pioneering initiatives in the Indian paper industry started as far
as the mid 60’s. JK Paper’s pioneering initiatives in the Indian paper industry
started as far as the mid 60’s. It was the first Company to manufacture surface
sized printing & writing paper, followed by copier paper. The Company’s state-
of-the-art Packaging Board plant at Central Pulp Mills produces international
quality virgin boards like FBB, SBS and Cup Stock, in the brand names of “JK
TuffCote”, “JK Ultima” and “JK PureFil”. Nearly 95% of the Company’s
product mix comprises high value products, marketed under various popular
brand names such as, ‘JK Copier’, ‘JK Bond’, ‘Cedar’, ‘JK Excel Bond’, ‘JK
Cote’, ‘JK TuffCote’, ‘JK PureFil’ and ‘JK Pristine Cote’.
5
Main Objectives of JKPM
Object I:
To carry on the business of manufacturers of and dealers in all kinds and
classes of Pulp and Pulp products and conversions including Sulphate and
Sulphite Pulp, Soda Pulp, Mechanical Pulp, Chemical Pulp, Paper Pulp, Rayon
Pulp and all other varieties, types and qualities of Pulp in all its forms by
converting, treating or turning to account by any process or method of
manufacture, spin, dye, manner and mode bamboo, timber and wood, dropping,
fly, cotton or cotton waste, cotton seeds, grasses, straw, rice straw, wheat straw,
jute, jute sticks, seisal fibre flax, hemp, remie, hessian, gunny, sugarcane,
bagasse, leather, asbestos, rags, waste paper, water hyacinth, all types and forms
of seed hairs, bast fibres, grass fibre, leaf fibre, wood fibre or any other
vegetable or other material, synthetic or otherwise, suitable for any of the above
treatment and to manufacture and deal in all kinds of articles in which any form
of pulp is used and also to manufacture and/or deal in any other articles or
things of a character similar or analogous to the foregoing or any of them or
connected therewith.
Object II:
To carry on the business of manufacturers of and dealers in all kinds and
classes of Paper, Board, and Paper and Board products and conversions
including writing paper, printing paper, absorbent paper, blotting paper, filter
paper, antique paper, ivory-finish paper, coated paper, art paper, bank or bond
paper, badami, brown or buff paper, bible paper, cartridge paper,
6
clothlined paper, azure-laid and move paper, cream-laid and wove paper,
greaseproof paper, glassine paper, gummed paper, hand-made paper, parchment
paper, drawing paper, wrapping paper, kraft paper, manilla paper, envelope paper,
tracing paper, vellum paper, corrugated paper, water-proof paper, carbon paper,
sensitised paper, chemically treated paper, litmus paper, photographic paper, glass
paper, emery paper, paper board, paste board, card cardboard, strawboard, grey
board, pulpboard, leather board, mill board, corrugated board, duplex and triplex
boards, laminated board, hard-board, plywood board, post cards, visiting cards,
chromo and coated paper and boards, machine coated boards etc., and all kinds or
articles in the manufacture of which in any form paper or board is used and also to
manufacture or deal in any other articles or things of a character similar or analogous
to the foregoing or any of them or connected therewith.
Object III:
To manufacture and deal in all materials and substances used in the
manufacture, production or treatment of Pulp, Paper and Board and other
substances, articles and things the manufacture of which the Company is
authorized to undertake and to turn to account, render marketable and deal in
any of the by-products or the manufacturing process which the Company may
undertake.
Object IV:
To buy, sell, import, export, process, cut, cost, chemically or otherwise
treat and to work out for special purposes all kinds of pulps, paper and boards
and also deal in the manufacture of any other articles connected with the
foregoing.
Object V:
To plant, cultivate, produce, raise, manufacture, purchase, sell, import,
export or otherwise handle or deal in grass, timber, wood, bamboo, straw and
7
other forest products, cotton, jute, flax, hemp, sugarcane, leather, asbestos, rags,
waste paper, gunnies, water hyacinth, jute sticks o fibres, fibrous substances or
other things as many furnish materials for pulp and for paper or board
manufacture in any of its branches or as may be proper or necessary in
connection with the above objects or any of the them and to carry on business as
owners, lessees, managers or planters of forest, plantations and farms and
hewers and cutters of bamboo, wood, timber, grasses and all other forest
products.
Object VI:
To own, work, erect, install, maintain, equip, repair, alter, add to or
otherwise handle or deal in pulp and paper plants, filatures or any other factories
for pressing, ginning, carding, combing scouring, mixing, processing, bleaching,
printing, dyeing, or finishing pulp or paper or board for conversion of pulp,
paper or board or any allied products of any description and kind.
Business Activities
The Company manufactures and sells a diverse and multi-application
range of papers, and allied stationery products as well as virgin packaging board
products. Detailed below is the description of various business segments (See
Fig 5.1):
a. Writing & Printing Paper,
b. Industrial Paper, and
c. Speciality Paper
8
FIGURE – 1.1: JK’s PRODUCT RANGE
9
CHAPTER -02
REVIEW OF LITERATURE
The company believe that the ability to maintain the growth depends
10
to a large extent on the strength to attract, train, motivate and retain
employees. As of December 31, 2010 the company had approximately
2,823 full-time employees on the rolls of the Company (See Table 1.1).
Category No.
S. No. Total
of
Employees
1 Workmen 1,597
.
2 Officers 657
.
3 Supervisors 214
.
4 Staff 132
.
5 Sub staff 50
.
6 Casual employees 173
.
TOTAL 2,823
JKPM and its manufacturing units have received numerous awards and
recognitions, some of which are listed below:
12
• Sword of Honour from British Safety Council, United
Kingdom, for the Unit JKPM.
• Paper Mill of the Year‘ award from Indian Paper Makers
Association, for the Unit JKPM in 1995.
• Unit JKPM has been adjudged as the First Greenest Paper Mill‘
in 1999 and Second Greenest Paper Mill‘ in 2004 by Centre for
Science & Environment (CSE).
• Paper Mill of the Year‘ award from Indian Paper Manufacturers
Association, for Unit CPM in 2004.
• National Safety Award-2004‘ by Ministry of Labour &
Employment, GoI, to Unit CPM.
• CII Sohrabji Godrej‘s National Award for Excellence in Energy
Management 2005‘ to Unit CPM.
• CII National Award‘ to Unit CPM for excellence in
energy management in 2005.
• The IPMA Energy Conservation Award‘ to Unit CPM in 2007.
• Greentech Environment Excellence Award 2010 - Winner of
Gold Award in Paper Sector‘ to Unit CPM.
• Greentech Environment Excellence Award 2010 - Winner of
Silver Award in Paper Sector‘ to Unit JKPM.
• National Energy Conservation Award 2009 - Merit Certificate
in the Pulp & Paper Sector‘ to Unit CPM.
• Good Corporate Citizen Award-2006‘ by PHD
Chambers of Commerce & Industry.
• TPM Excellence First Category Award‘ in 2006 by Japan
Institute of Plant Maintenance for both manufacturing units.
• Award for Excellence in Consistent TPM Commitment – 2009‘
by Japan Institute of Plant Maintenance for Unit JKPM.
13
Employee benefits:
(a) Defined Contribution Plan
Employee benefit in the form of Superannuation Fund is
considered as defined contribution plan and charged to the profit and loss
account in the year when the contribution to the respective fund is due.
(b) Defined Benefit Plan
Retirement benefits in the form of gratuity is considered as defined
benefit obligation and provided for on the basis of an actuarial valuation,
using the projected unit credit method, as at the date of balance sheet.
The provident fund contribution is made to trust administered by
the trustees. The interest rate to the members of the trust shall not be
lower than the statutory rate declared by the Central Government under
Employees‘ Provident Fund and Miscellaneous Provision Act, 1952. Any
shortfall, if any, shall be made good by the Company.
Insurance
JKPM maintains insurance against property damage caused by fire,
burglary, terrorism, earthquake and other perils that may result in
physical damage to or destruction of its offices, manufacturing units,
equipment, raw materials, and inventory and business interruption. It also
has a marine cargo open policy for transport of machines. All policies are
subject to standard deductibles and coverage limitations. In addition, it
maintains group personnel accident policy and group mediclaim policy
with respect to certain category of its employees. It also maintains a range
of general commercial liability insurance, including directors’ and
officers' and company reimbursement policy. Its insurance policies are
provided by domestic insurance companies.
SCOPE OF STUDY
15
There are 21 labour cases pending in various courts against the
Company. These cases primarily relate to recovery of subsistence
allowances, payment of provident fund, applicability of productivity
norms to employees, compensation claims, re-instatement claims, back
wages claims and termination related matters. The total amount of claims,
against the Company aggregates to approximately ` 0.56 crore. Material
cases are described below.
Environment:
The Company has been focused in terms of adopting and
improving the practices contributing to continual environment
improvement and sustainable development. Both its manufacturing units
are ISO 14001‘certified for their eco-friendly operations and OHSAS
18001: 2007‘certified for occupational health and safety management
system standard. The Unit CPM has won the National Safety Award from
Ministry of Labour, GoI for the year 2004 and the National Award for
Excellence in Energy Management in 2005 by CII-Sohrabji Godrej Green
Business Centre, Hyderabad, which declared the Unit CPM as an
―Energy Efficient Unit. The company deploy eco-friendly technology to
provide a safe and clean environment in its neighbourhood. In recognition
of its efforts in these areas, the Unit CPM was conferred the Greentech
Environment Excellence Gold Award 2010‘ and the Unit JKPM was
conferred the prestigious National
17
JKPM implemented an oxygen delignification system and chlorine
dioxide system at the Unit CPM to reduce elemental chlorine
consumption in the process; it has installed high efficiency, DCS
controlled modern recovery boiler at the Unit CPM to improve upon the
chemical recovery efficiency and also help in conserving coal for steam
generation; the units are using treated effluent for internal use of effluent
treatment plant and chips washing, to save water; the units increasing fly
ash utilization by 25%; and with a installed lime kilns at both of its
manufacturing units to recover lime from the lime sludge. This has
brought down the quantity of lime sludge disposed by about 85% besides
reducing the requirement of lime.
Plantation initiatives:
Plantation initiative was started in 1990 at Unit JKPM and later extended
to another Unit CPM. The Company has been aggressively promoting
social and farm forestry and high yielding clones developed by in- house
research and development institutions, carried out on the lands owned by
people residing at villages near to its manufacturing units, (i.e., in Odisha
and Andhra Pradesh for Unit JKPM and in Gujarat and Maharashtra for
CPM Plant), to provide for sustainable supply of raw materials and
increasing benefit to the villagers. The Company has been promoting
plantation of high yielding, short duration pulpwood species with the help
of villagers in areas in a radius of about 250-300 kms from its
18
manufacturing units. Currently, a well equipped network comprising
around 60 de-centralized nurseries and two centralized nurseries contain
18 mist chambers and several clone testing and demonstration fields that
are used for development and production of clonal plants. Fast growing
clones have been identified that are able to produce 100-120 MT/ha of
hardwood in a period of five to six years as compared to 50-60 MT/ha
from seed route seedlings in six to seven years. Clonal seedlings and seed
route seedlings are distributed among villagers with a buyback
understanding. Regular technical assistance is made available to the
villager for the proper upkeep and growth of plants.
19
evaporation of moisture through mulching and shading; improvement in
soil structure through constant addition of organic matter from
decomposed litter; use and restoration of degraded marginal lands;
greening of wastelands and increase in the area under tree cover; and
reduction of pressure on natural forests. The plantation program
undertaken by the Company has the following key objectives:
Conclusion
20
responsibility domain, the paper industry especially in India, have to ride
with national and global standards. Keeping in mind this view, the
present research focused in detail in the form of a case study with special
reference to JKPM.
Preamble
The Company already has for the last three years, a Code of
Conduct in position for Management Cadre Staff. The new provisions of
Clause 49 of the Listing Agreement and contemporary practices of good
corporate governance provide that the Company shall have a Code of
Conduct for all members of the Board of Directors and Senior
Management Personnel. Hence this Code.
1. This Code of Conduct divided into Part A: applicable to the
Directors and Part B: applicable to the Senior Management of the
Company, was approved by its Board of Directors at its meeting
held on 22nd October 2005.
2. For the purpose of this Code, “Directors” shall mean all the
Directors on the Board of Directors of the Company and "Senior
21
Management" shall mean personnel of the Company who are
members of core management team excluding Board of Directors.
Normally this would comprise all members of management one
level below the Executive Directors including all functional heads
reporting to the Managing or Executive Directors.
3. Philosophy: Basic philosophy of the Code of Conduct has been
guided by the practices of good Corporate Governance followed by
the Company. The core values of the Company are:
- Commitment to excellence
- Integrity including intellectual honesty, openness, fairness &
trust.
- Caring for people.
- Dynamic & successful business organisation.
- A socially-valued enterprise.
- Business integrity.
Part – A
5. The Directors of the Company shall endeavour and would
(a) use due care and diligence in performing their duties of office
and in exercising the powers attached to that office;
(b) act honestly and use their powers of office, in good faith and in
the best interests of the Company;
22
(c) not make improper use of information nor take improper
advantage of their position as a Director;
(d) not allow personal interests to conflict with the interests of the
Company;
(e) make all necessary disclosures to the Company in terms of the
Companies Act 1956, the Listing Agreement and any other law
for the time being in force;
(f) not engage in conduct which may bring discredit to the Company;
(g) be independent in judgement and actions, and to take all
reasonable steps to be satisfied as to the soundness of all
decisions taken by the Board of Directors;
(h) ensure the confidentiality of information they received whilst
being in office of Director and disclosed only when authorized
by the Company, or is required by law;
Part – B
6.
The Senior Management shall endeavor to:
(a) Devote their utmost to achieve the goals of the Company and
the standards set before them.
24
honesty in performance of their duty which should strengthen
the bond of relationship with people, both internally and
externally;
(l) promote SHE factors, biz., safe, healthy working environment
and comply with all regulations concerning preservation of the
environment of the territory of operation, in conducting the
Company’s business;
(m) remain apolitical while involving in conduct of Company’s
affairs.
25
All the members of the Board of Directors and Senior
Management shall affirm in writing compliance with this Code
immediately after the Code is approved and adopted by the Board of
Directors of the Company and on an annual basis in every financial year
as per the format given at Annexure-I. The Annual Report of the
26
CHAPTER – 03
RESEARCH, PROBLEMS AND
METHODOLOGY
27
INTRODUCTION
This chapter deals with the problem and methodology adopted for the
present study. The scope and objectives of the study, various methods adopted,
data collection, etc. have been discussed in detail along with the presentation
and limitations of the study at the end.
28
undertaken are to make the goals clearer to employees, to keep their morale and
motivational level high which will enable the entire workforce to contribute
effectively. Consequently, organizational effectiveness can be achieved as a
whole.
The study has got wide relevance in formulating valid information about
the organization. It also helps in getting a critical look into the
personnel of the organization, organization behavior, and employer-employee
relationship, organizational environment as well as the overall organizational
climate. The importance of the study is to get practical insight about the
organization.
29
Therefore, introducing initiatives to achieve overall organizational
effectiveness is a strategic decision. In my project report, initiatives undertaken
by HR department of JK paper mills of Rayagada are mentioned.
The study has wider scope. It includes all activities which help the
management in getting the work done by the labor force in the best possible
manner to accomplish the main objectives of the organization. Owing to
constraints like scarcity of resources and short time span, the work undertaken
is confined to a single unit only. The study mainly focuses on several HR
initiatives undertaken to achieve organizational effectiveness.
organizational effectiveness.
30
● To learn how HR initiatives provided to the employees help the
METHODOLOGY
The present study is an empirical one and requires the scholar to visit the
field and collect information by applying guideline procedure in social science
research. The various approaches are undertaken for the collection of data for
study on HR initiatives for organizational effectiveness.
31
METHODS OF DATA COLLECTION
Data were collected from different sources i.e. from primary sources and
secondary sources. The primary sources include discussion with the
management of JK paper mills Rayagada, trade union leaders and employees
mostly commented upon nature and effectiveness of HR initiatives on behalf of
the management. Those data were collected through direct personal interviews,
informal oral interviews etc.
To collect the primary and secondary data, the researcher has adopted
various tool and techniques of social science such as schedule, questionnaires,
interviews and non-participative observation etc.
32
respondent. In the present context, the researcher has prepared 2
schedules (a) for management (b) for workers.
The data so collected are classified, tabulated and analyzed were used in
order to represent the statistical data. The data collected, classified analyzed
were put in the form of a project report which consists of six chapters.
33
Every research work suffers from several limitations. Likewise, the
present study is no exception to it. The researcher during his study suffered
from the following limitations.
First of all, the short span of 30 days is not sufficient enough to conduct a
study on the topic “HR Initiatives for Organizational Effectiveness” covering a
vast area.
34
CHAPTER -04
DATA ANALYSIS AND
INTERPRETATION
35
In this chapter we shall see the analysis and interpretation of HR of JK
paper mill through a chart and a small table
i. Organization structure:
ii. Manpower position:
a. Functional Distribution (Managerial, Operational, Clerical,
Supervisory, Worker)
b. Skill wise Distribution (Highly skilled, Skilled, Semi-skilled, Unskilled)
c. Service wise Distribution (Permanent, Casual, Temporary, Contractual)
B. HR/PERSONNEL/IR DEPARTMENT
36
Year Manpower at No. of No. of Total
the beginning workers joined workers workforce at
separated the end of the
year
b. Manpower forecasting
c. Job analysis
d. Job design
e. Job evaluation
f. Recruitment & selection
g. Placement & Induction
h. Promotion & Induction
i. Performance appraisal
D. INDUSTRIAL RELATIONS:
● Collective bargaining:
● Trade unions:
● Disciplinary action:
37
● Workers participation in management:
E. WELFARE ADMINISTRATION:
● Working conditions:
● Shift timings:
● Leave facility:
● Pay structures:
● Bonus schemes:
● Incentives:
● Infrastructures:
38
● Training needs:
● Types of training:
G. OTHER AREAS:
● Communication:
● Suggestion schemes:
39
CHAPTER -05
CONCLUSION AND
SUGGESTION
40
INTRODUCTION
In this chapter, the student researcher tried hard to tie up loose ends in
order to draw certain meaningful conclusions about HR initiatives undertaken in
the organisation. The style of management of JK paper mills can be regarded as
productive type. Further, researcher has given various suggestions to the
management for their consideration.
CONCLUSION
The JK paper mills is one of the major paper production house not only in
India but also in the World. The organisational structure depicts a cordial and
active staff relationship. The working and employment conditions are quite
satisfactory leaving least scope for future demands. Speaking of welfare
provisions, JK mills maintains both statutory and non- statutory provisions. It
maintains a subsidised canteen provision, rest room, washing facilities as well
as also operates provisions like first aid, spittoons, drinking water and
laboratories JK mills has certain community development programmes for the
socio economic cultural benefit and upliftment of nearby inhabitants for better
human relations and understanding, and to foster a social change, by bringing
about behaviourial changes and habits.
41
HR initiatives undertaken so far in the organisation have greater scope for
development of the individual employees, which in turn, of the organisation as a
whole. From the personal interviews with a lot of senior employees and some
trade union leaders, I could come to the realisation that HR personnel are very
much confined to office boundaries and documental activities. They hardly opt
for inter-personal relationship with lower grade employees. Newly joined HR
executives do not take interest in having opinions of the employees before
introducing any initiatives.
SUGGESTIONS
● Red tappism and more rules delay the process. That should be avoided.
42
● Unlike HR in other private sector organisation, HR in PSU needs to realize
its dual role. Respect to old traditional role system and injection and
nourishing of new ideas as and when required.
43
44