1

Chapter -1
Company Profile









2


GARMENT INDUSTRY

The Garment Industry of India is an Rs -one trillion industry. Almost 33 % of its
knitwear production and about 20% of its woven-garment production, both by volume,
enters export markets. Overall about 25 % of the volume of its garment production goes
into export markets, leaving 75 % for domestic consumption. The Industry covers over
one lakh units and employs about 6 million workers, both directly and indirectly in
almost equal proportion. The indirect portion helps to sustain the direct production
sector in the shape of items associated with the garment industry production including
sewing/embroidery thread, buttons, buckles, zippers, metal plates, cardboard sheets,
plastic butterflies and packaging material. Organized sector of the garment industry is
roughly 20% of the total industry, concentratingchiefly on exports. These are usually
limited Companies while the rest are proprietary or partnership Companies.
Geographically, men's garments are largely produced in western and southern India
while production of ladies garments predominates in North India. Eastern section of
India specializes in children garments where in fact, these took their birth. Fibre-wise,
80% of the production is of cotton garments, 15% of synthetic/mixed garments and the
rest of silk and wool garments. The industry manufactures over a 100 different types of
garments for men, women and children. These includes overcoats/raincoats, suits,
ensembles, jackets, dresses, skirts, trousers, shirts, blouses, innergarments, T-shirts,
jerseys/pullovers, babies garments as well as accessories like shawls/scarves,
handkerchiefs, gloves and parts of garments. Fabric constitutes 65 to 70% of the cost of
production with labour making up a further 15% and the rest go for overheads and
manufacturer's profit.
Indias Garment Industry isa well-organized enterprise and is among the best in the
world. It constitutes of designers, manufacturers, exporters, suppliers, stockists, and
wholesalers. Indian Garment Industry has carved out a niche in the global markets and
earned a reputation for its durability, quality and beauty. Todays changing consumer
preferences buying branded apparel and fashion accessories, major boom in retail
industry, people shopping at department and discount stores, shopping malls, with
rising disposable incomes, government policy focused on fast-track textile export
growth, and ambitious goals have created several investment opportunities in
India.



3




Government has even made effort to include benefits for Garment Industry. The annual
plan for 2007-08 formulated by Indian government to promote the textile sector,
includes schemes for attracting foreign direct investments, brand promotion through
public-private partnership (PPP) for global acceptance of Indian brands, trade centers
for facilitating business and image building, fashion hubs as a stable marketplace for
Indian fashion, common compliance code for creating apparel standards for the benefit
of buyers, and training centers for developing human resources. Indian garment
industry`s has a decentralized production structure - subcontracting, which is low risk
and low capital-has served the industry well but has excluded Indian products from the
mass market for clothing, which demands consistent quality for large volumes of a
single item.



EMPLOYMENT OPPORTUNITIES IN GARMENT
INDUSTRY:-
Indian Garment Industry is closely connected to the fashion industry and grows hand in
hand. With these even opportunities for the employment is also increasing to a larger
extent. These high levels of fashion consciousness has created the need for candidates
who are highly productive, efficient and have a passion to create new designs and give
way to creativity. This Industry demands and requires both skill and diligence. India is
an ultimate combination, like it has a matured garment industry for a long time along
with a vast trained manpower. Some of the key areas to work are related to design and
manufacturing, merchandising, import export according to the government policies,
freight and shipments etc. work as designer, or a start up a business in the local market
and expand the business to the others areas of the national market











4

INDIAN GARMENT EXPORT


The garments industry in India is one of the best in the world. An extremely
well organized sector, garment manufacturers, exporters, suppliers,
stockists and wholesalers are the gateway to an extremely enterprising
clothing and apparel industry in India. There are numerous garments
exporters, garments manufacturers, readymade garments exporters etc.
both in the
During April-December 1999-2000, textile exports were recorded as US $
9735.2 million (Rs.440179.4 million), of which ready made garments
comprised nearly 40%. Interestingly, almost of India's total export goes
to the USA.

Indian readymade garments and textiles are extremely popular the world
over. In fact, exports of readymade garments registered a 6.4% increase in
dollar terms and an 11.6% increase in rupee terms during the period April-
December 1999-2000, despite a sluggish growth in income both at home
and abroad. Indian Garment export growth during April-June 1998 for
woolen ready made garments was a phenomenal 150%

Today, garments exports from India have made inroads into the
international market for their durability, quality and beauty. One of the
reasons for the economical pricing of India's ready made garments and
apparels is the availability of highly skilled, cheap labor in the country. The
superiority of India's Garment Industry has been acknowledged in the
National Textile Policy (NTP) of India 2000. Having realized the tremendous
growth potential of this sector there is a proposal in the NTP for taking the
Indian Garment Industry out of the SSI reservation list.










5

Classify the Indian industries in three
categories:-

1
st
category RED
2
nd
category ORANGE
3
rd
category GREEN

Garment industry comes under the green category and textile
industry comes under the red category.

TOP LEADING COMPANIESS :-

Pantaloon Retail India Ltd
Shoppers Stop
Tata Trent
Globus stores Pvt Ltd
Pirmayd Retail Ltd
Arvind Brands Ltd
Provogue India Ltd
The Raymond Group
Madura Garment
Reliance Retial Ltd
Wills lifestyle
Murjani Group
Landmark Group
Gokalda Group
Zodiac Clothing



6

Garment companies in Ludhiana:-

Vardhman textile
Kanvin
Bambi Apparels
Sagar Apparels
Subkraft designs
Desire clothing

















7


INTRODUCTION TO NEVA GARMENT
In 1998 Indian winters changed forever. Duke-Indias number on T-shirt company and exported
to Countries like UK and US introduced NEVA, a step towards capturing Thermal Winter
Innerwear. It was a never before concept in the innerwear market in India. The product becomes
an instant success and NEVA becomes a household name. It sold more than 2 lakh garments in
the first year itself. Today the group enjoys the total turnover of more than 300 Crores.

Neva became leaders in no time, today it boasts of 25% share of the 100 crore branded
thermal market. We have a state of the art factory located in Ludhiana employing more than
1000 employees and with machines imported from Germany, U.S.A. Japan and Taiwan, the
company produces 20000 pcs. Per day. Neva is responsible for turning thermal innerwear first
into a necessity and then into an industry in India. Today we produce Indias Worlds largest
range of thermals.

After the phenomenal success of thermal innerwear, it was a natural for Neva to expand
its portfolio of offering. Filling ventured into high quality innerwear dna lingerie. What was a
modest beginning in 2001 has now become a sweeping was of success.
Proving its strength on the domestic soil, Neva Garments is now planning to take tis product to
international shores. Being a premium qualitybrand with economical pricing has helped neva
establish it self in the markets of Middle East and the Gulf. After the first successful phase of
overseas expansion, Neva is now poised to enter other global markets


8

Right from the beginning, Neva has had a policy to provide innovative products to our
consumers. Carrying forward this policy, we at Neva are proud to introduce the perfect way to
combat winters : Neva Eleve, Neva Mod Quilt, Neva Maxx Esancia and Neva Pep Thermals for
all age groups. We hope that these products like any Neva product exceed our customers
expectations. You can also make your summer collection look more stunning with our world
class products: Neva Mod (In Co-branding with Birla Cellulose of Aditya Birla Group), Neva
Pep, Neva maxx, With these products, you can make a style statement and at the same time, stay
comfortable too. Along with these summer wear products, we also have an Active Wear range
the best choice of apparel when you are active and energetic.
Sensing the changes the market is undergoing and anticipating future selling trends, neva
has strategically decided to foray into large format stores and multi branded outlets. As the
portfolio of products of the company is increasing rapidly, it is considering showcasing the range
in multi branded stores through a special counter. This will enable the customer to see and
choose from the large range of the brands products. The future holds tremendous opportunities
as Neva moves from one Milestone to the next.










9

ORGANISATION CHART OF NEVA GARMENTS




























MR. P.K.
SHARMA
(DGM)

MR.
MAHESH
BHARDW
AJ
(ASITT.
MANG)


DEBTOR

CHAIRMAN
KOMAL JAIN
(D3)
M.D. NIRMAL
KUMAR JAIN
(D3)

DESIGNING


SAMPLIN
G

E.D. / C.E.O.
VISHAL
JAIN
(D2)
DIRECTO
R
NITIN
GOYAL
(D1)
DIRECT
OR
NITI JAIN
(D1)
MR. V.K.
BAKSHI
(GM)


MR.
AMBRISH
KUMAR
(AGM)
DIRECTOR
NITIN
GOYAL (D1)
DIRECTO
R
NITI JAIN
(D1)
MR. ANUJ
JAIN
(MANG)

MR. INDER
MOHAN
(SR.MANG)

VINAY
VIJ
(C.F.O.)


10

ORGANISATION CHART OF HR DEPARTMENT























HR
OFFICER
SHAVETA
THAKUR (O)
ASSISTANT
SHIVALI
NARULA
(S2)


EXECUTIVE
YOGRAJ
SHARMA
(E2)


LABOUR
WELFARE
OFFICER
RAVINDER
KUMAR (O)
(O)

PERSONNEL
ASITT.
ASHWANI
KUMAR
(S2)
JR.
ASSISTANT
VINAY
CHAUDHAR
Y
(S1)

SR.
ASSISTANT
MEWA LAL
(S3)
















HR
MANAGER
AMBRISH
KUMAR
(AGM)



11

PRODUCTS

-
MENS

TRACKPANTS


BERMUDAS


VALUE PACKS


CAPRI







12


Active Wear in Ladies




SETS



CAPRI

VALUE PACKS


TRACKPANTS














13



BRANDS OF NEVA
















14

Achievement of Neva Ltd

Neva Garments Ltd. has received the Best Medium Enterprise Award in Textile.

Chief Executive officer Mr. Vishal Jain has received this award from Chief Executive

Office r Mrs.Shikha Sharma of Axis Bank in Mumbai.












15

NEVA PHILOSOPHY

Firm faith in core competence in Garments business.
Faith in individuals potential, his growth and respect of human
values.
Timely delivery with consistent standards.
Constant evaluation of customer needs.
Acceptance of Change as a way of organization growth.
Trust is the foundation for a durable relationship between employer
and employees.
Proactive approach to the benefits of modern technology.


Apart from this company philosophy is based on that

Learning Gives Creativity
Creativity Leads Thinking
Thinking Leads Knowledge
Knowledge Make You Great














16

NEVA MISSION AND VISION


The main aim is to satisfy the customers.


To give quality clothing.


To offer in best prices.


















17

WORKING PROCESS IN NEVA

Knitting Department


Gray fabric + Dying


Finished Fabric Store


Cutting+ Checking (through PPC)


Stitching Deptt


Inspection (thread cutting and checking)


Final checking and pressing Packing

Packing


Finished Goods Store



Dispatch


18

Basic Function of every department of Neva

HR/Personnel Deptt. -

Recruitment through consultancies, advertisement, campus and contractor.
Filling of application form recruited candidate.
Submitted all returns for ESI, PF.
To see all statutory requirements of factories acts, ESI, PF etc.
To issue ESI card to employee.
To issue employee card no.
Fulfill the nomination form and allots the PF number
Security and housekeeping deptt. Monitored by this deptt.
Calculating monthly salary of employees
Maintaining office schedule and policies.
Annual increment process is done.
To ensure timely submission of statutory return of ESI, PF, etc.
All dealing related to factories act, ESI, PF deputy directors are done by
personnel department.
Calculate the bonus
To make salary, good work and night

Purchase Deptt.

Every deptt. communicate with this deptt. to purchase the items.
Then purchase deptt. make the requisition
Find out the various quotations
Then purchase deptt. purchase the items with best quality and lowest price
To maintain the records regarding suppliers and purchase items

Knitting Deptt.

To make the fabric role of 20kg
Comparing the quality of the various types of yarn and produce the best quality of
fabric.
Proper maintenance of machines.
This department sends fabric to dying.




19


Gray Fabric Store:

This is the most important part of fabric. It comes after knitting and dyeing. During the
inspection they check the defects in fabric such as g.s.m., quality of fabric, dying defect,
knitting defects etc.


Finished Fabric Store

They receive the order from PPC department in sample order form.
According to sample order form they deliver or dispatch the fabric in cutting
department.


Production Planning and Control:

All production planning done by this department.
According market demand they give order knitting department for fabric in
mentioned also weight, pieces and quality.
On the behalf of forecasts they give order to knitting department.
Salesman gets order from different area and booking in PPC department.
This department prepares ppc chart and followed this chart during the whole
production procedure.

Sampling Department:

Designing department give a sample as photograph, any design, print out of
pictures to designing.
Then they prepare the sample according to design.
Then they send in to designing department for approval and if any changes in
sample


Cutting Department:

In this department they cutting the fabric according to ppc order.
All information mentioned in sample order form.




20

Production & Quality Department: There are eight units. These units details are
under given below:-










Production Procedure:

- Fabric inspection, cutting, stitching, button hole, thread cutting, washing, primary
checking, pressing, final checking and packing.

Near about 22000-23000 piece per day produce by this department.

General Store: -

To receive goods.
Checking the items/quantity.
To maintain registers for various department.
To issue the items to various departments
Regular checking the balance items.
Pass to purchase indents.



Finished Goods Store:

They store finished material which comes from production
Dispatch the material
To give rack number to the material
Checking the material





Unit n.1 Thermal
Unit n. 2 Thermal
Unit n. 3 Panty& Bra
Unit n. 4 Thermal
Unit n. 5 Thermal
Unit n. 6 Duke
Unit n. 7 Thermal
Unit n. 8 Bra


21



Advertisement Department:

To add the company through poster making, holding, magazines and books
They add of company in different area/region
To receive quotations, sample from different agencies for different activities of
advertisement
To discuss with chairman regarding advertisement

Marketing department:

They give delivery on two bases. First one is Consignment and second is Botout
In consignment they give 17% discount and in botout they give 35% discount.
They make proposal and gets it approved from head
Then they it send to designing department
Approve the designs
They take orders from various parties
Enter order in their system
Maintaining a strong motivated distribution network
They coordinate with production, planning and quality

Accounts Department:

Account department enters the purchase material bills their account books.
Material checked at gate and then comes in receipt and dispatch department
then they entry in computer then bill comes in to accounts department.
If they found any rate difference then they made debit note.
When fabric comes or goes for dying all this trough challan made by accounts
department




MIS Department:

To collect facts and figures from various departments.
To analyses the costing behavior and structure according to articles and products
To audit the company
To work for monthly report generation from figures


22




EDP Department:

Designing new programmes.
Development of forms as per requirement.
Development of reports as per requirement.
To look after the maintenance of all computers.
To maintaining data base.
Changing in existing programme as per requirements.
To solve the problems.

Receipt and Dispatch:

To receive the raw material.
To check the weight and quantity of every item.
Maintain the entries in the receipt and dispatch department.
To deliver the various fabrication or other material to the concern department
To verify the register from accounts department

Designing Department:

Designing department receive proposal from marketing department. According to
market need/trends they prepare the new design. They prepare a design on computer
then it sends it to knitting department for fabric and fabric goes to cutting department but
single piece prepare in sample room then approved from management.








23



JOINING FORMALATIES AND PERSONNEL POLICIES

All new employees joining at Neva Garment Ltd should report to personnel department.

You are required to bring:-

1) All academic marks sheets/certificates
2) 2 Passport size photographs.
3) Relieving letter from previous employer, if any
4) Experience certificate
5) Name and address of provident trust and fund number
6) Voter card or PAN card

You are required to fill:-

1) Joining report form
2) Provident fund and declaration form
3) Declaration of the dependents
4) Aptitude test report

Things to do:-

1) Fill above said forms.
2) After filling above said forms, introduce you to the, GM, Hods of various
departments along with the personnel department person.
3) Take a factory round along with personnel department person; this factory round
is of about 45 minutes.
4) Make an induction programme by personnel department and this induction
programme should be 2 days. The employee must visit each department and
should know about the working of each department. Employee must get the form
singed from the concerned department head.

5) He should be aware the timings, security and attendance system of the
company.
6) After complete the induction programme you have submitted the induction report




24


Mr..joined us as .dept. and deputed for induction training in various
depts. As mentioned below.

Sr. No. Department Date Person to be contacted Remarks
1. HR/Personnel Deptt. Miss Shaveta & Mr.
Yograj Sharma

2. Accounts Deptt. Mr. Vinat Viz
3. Marketing Deptt. Mr. Kohli & Mr. Rishi
4. MIS/EDP Deptt. Mr. Prabjot Singh/Mr.
Srabjeet Singh

5. Production/Quality
Deptt.
Mr. Jagrop Singh/Mr.
Sudhir Bhalla

6. Advertisement Deptt. Mr. Rajesh Sachdeva
7. Purches Deptt. Mr. Anuj Jain
8. Maintenance Deptt. Mr. Rakesh Kumar
9. Gray Feb. Store Deptt. Mr. Nitin Kumar
10. Knitting Deptt. Mr. Inder Mohan
11. R&D/Dispatch Deptt. Mr. Jiwan Mohan/Mr.
Satish

12 Finished Feb. Store
Deptt.
Mr. Sunil Kumar
13. Finished goods store
Deptt.
Mr. Mahesh Bhardwaj
14. General Store Mr. Naval
15. Accessory Store Mr. Naveen
16. Designing Mr. Jatinder
17. Sampling Mr. Ritesh Sharma
18. Cutting Mr. Shive Kumar

All are requested to full co-operation to Mr.






25

PERSONNEL POLICIES OF PERSONNEL DEPARTMENT


A) System of placing employees in different levels:-
While the workers shall be categorized on the basis of the nature of their job such as
helpers, packers, operators, checkers etc. The staff category employee shall be
categorized on the basis of levels they are placed in. The level for the staff category
employees shall be as under:-

S1
S2
S3

Staff Level
O Officer Level
E1
E2
E3

Executive Level
M1
M2
M3

Managerial Level

B) System of appraisal of newly joined:-

1) Every newly joined in staff category shall be appraised through an appraisal form
after his probation probationary/training period of six month.
2) If observed that newly joined performance is not sufficient, in that case his
probationary period would be extended.

C) System of remuneration package:-
The remuneration package of the employees shall consist of following:-
1) Basic salary
2) House rent allowance if applicable
3) Conveyance allowance if applicable
4) P.F. contribution as per statutory provisions
5) Bonus
6) Leave encashment






26

1) Basic salary: - Basic salary fixed at the time of appointment and time to time
revised, subsequently, normally through annual increment from the date of
joining.

2) H.R.A.:- H.R.A. shall be paid as a percentage of earned basic salary. H.R.A.
shall be paid for the number of days foe which basic salary is paid. 10% of
basic salary for staff in S1 & S2, 15% of basic for employees in level S3,O
& E-1 and 20% of basic salary in level E-2 above.


3) Conveyance allowance: -
a) There is no conveyance in staff category
b) Conveyance allowance is Rs.300/- per month for level O, E-1, E-2 and
E-3
c) 600/- per month for above M-1
4) P.F. Contribution: -
a) P.F. contribution is as per statutory provisions.
b) For those, whose salary exceeds the statutory limit, P.F. contribution shall be
only up to the statutory limit.
c)There is no P.F. who joined at the CTC

4) Bonus: - Bonus shall be paid as per statutory provisions. However those
employees who are not covered under the statutory provisions shall also be
paid bonus15% of basic salary earned by them during the financial year, but
he must completed 30 working days including weekly off.

5) Leave encashment: - Every employee shall be entitled to 15 days E/L in a
year which, if not availed, shall be encashment

.
Other facilities:-

1) Coverage under ESI as per statutory provisions.
2) Entitlement of leave as per rules.
3) Coverage under group personal accident insurance policy.
4) Free tea Copan as per attendance
5) Free bus service for workers.



Some workers are engaged as trainees on stipend/Gross pay. They shall not be entitled
to other benefits such as HRA, conveyance allowance, P.F., Bonus and Leave etc.


27


D) System of issue of appointment and confirmation letters:-
1) To the persons, who are offered appointment in staff category, an offer letter
shall be issue.
2) After probationary period a confirmation letter shall be issued.

E) System of preparation of personnel file of newly joined in staff category:
1)Every newly joined person in staff category shall be asked to fill up a joining report.
2)Personnel department shall ensure that the joining report shall be correctly and
completed.
3)First salary of newly joined shall be paid only when his personal file has been
completed.
F) System of attendance marking machine:-
1) Each employee shall be given a number when he enters in the premises.
2) After given a number, personnel department punch his finger prints on the
punching machine.
3) Every employee would have daily punching on punch machine at the time of
in or out.

G) Rules relating to marking of time of arrival on duty by all the employee:-
1) Time of arrival at the factory shall be specified in respect of each employee
and shall be intimated to him, may be different for employee of the same
section even.
2) Every employee must punch on punching machine.
3) If employee observes some error in the machine, he shall try again and again
till he observes his number on the machine.

H) In case of miss punch:-
1) If the employee forgets his punch in morning or evening on machine, he must
fill up a miss punch form.
2) Then should be signature on of his HOD with the time of arrival/depart.
3) This form should be sending in to the time office.
4) After the last day of the month every miss punch deemed as a half day.







28



I)System of calculation of payable salary:-
1) Salary shall be calculated as per the specified duty hours of individual
employees.
2) The payable salary of an employee shall generally be calculated after making
the following deductions:-
I. Employees ESI contribution
II. Employees P.F. contribution
III. Deduction of advance taken against current months salary, if any
IV. Deduction of installment of loan taken by the employee
V. Income tax, if applicable

J)System of payment of salary and advance
1) Every employee can take advance on 22
nd
of each month but advance distribute
as 75% of current month basic salary.
2) Salary for a month shall generally be distributed on the 7
th
of the following month.

K)The effect of leave on weekly offs:-
1) An employees leave/absence adversely affects on their weekly offs such as
under below:-
No. of working days for which
leave availed without pay/days
of absence
No. of weekly offs to be deducted or
additional leave to be adjusted
05 - 09 1
10 - 14 2
15 - 19 3
Above 19 4/5

L)Rules relating to use of personal vehicle for companys work:-
1) Employees who use his personal scoter for official work shall be reimbursed Rs.
2.50 (Two rupee fifty paisa) per kilometer.
2) Employees who use personal motor cycle for official work shall be reimbursed
Rs. 2.20 (Two rupee twenty paisa) per kilometer.
3) Employees who use personal car for official work shall be reimbursed Rs. 4.50
(Four rupee fifty paisa) per kilometer.



29

4) Employees who use his personal vehicle he shall be fill up own conveyance
charges claim form as well as he would be given exit slip or OD. This
conveyance form shall be verified by his HOD and this form would be checked in
the ending of month. This said form should be passed on personnel deptt. For
their checking and making payment.

M)Coverage under group personal accidental insurance policy:-
1) Neva Garment Ltd. has insured their employees under the Group Personal
Accidental Insurance Policy and linked with the New India Insurance.
2) All premiums for the above policy are totally paid by the management.
3) Accident risk of all the employees is covered irrespective of the accident taking
place anywhere in India at any time of the day or night whether the employee is
on duty or on leave.
4) Employees who are covered under ESI they cant take benefits of accident
insurance.
5) Employees who are not covered under ESI they can be take benefits of accident
insurance.
At present, the sum insured is as per the following table:-
Salary (Basic+HRA) Sum Insurance
Pay Roll Accidental
Insurance
Death Insurance
0 - 4500 0 80,000
4501 - 6500 0 1,00,000
6501 - 9000 0 2,00,000
9001 - 12000 0 2,50,000
12001-15000 0 3,00,000
15001-Above 400000 6,00,000


N) Rules relating to entitlement, availment, carry forward and encashment of
leave: -
1) Every employee has entitled to earned leave of 15 days in a year from his date of
joining
2) Every employee has entitled to casual leave of 7 days in a year from his date of
joining.
3) Every employee has entitled 7 sick leaves those who are not covered under ESI.

4) C/L cant be carry forward next year.
5) C/L& Sick leave cant be encashed.
6) Remains of E/L for the preceding year shall be encashed at time of bonus.


30


HUMAH RESOURCES PHILOSOPHY

Every employee is most valuable resource for NEVA.
Every employee is special and unique in his own field.
Every employee has potential to make contribution to the organization.
HR prepares people to accept and adapt to change and learning as a way of life.
HR promotes high standards of discipline at the workplace.
HR process facilitates consistent improvement in performance, productivity and
effectiveness.
HR promotes appropriate environment for new joining in NEVA



Neva garments Ltd.

Address G.T. Road (W), Ludhiana. - 141 005 - Pb. INDIA
Phone No Tel: +91-161-3044200 (30 Lines)
Fax +91-161-2801567
Email ID nevacare@nevaindia.com
Websites www.nevaindia.com









31

Chapter 2

Introduction of HR
Practices











32



Executive Summary-


The importance of personnel management is being increasingly realized in industrial
and non-industrial organization both in India and abroad. The realization has come
about because of increasing complexity of the task of managers and administrators. In
most organizations the problems of getting the competent and relevant people, retaining
them, keeping up their motivation and morale, and helping them to both continuously
grow and contribute their best to the organizations, are now viewed as the most critical
problems.

So with this reference the project titled Study of Study of HR practices has been
conducted, based on the primary research in M/s NEVA GARMENTS Limited, with
reference to HR Policies prepared by the HR department in organization. It emphasizes
on the importance of a clear cut organization structure and culture to avoid any
confusion in order to achieve maximum result with minimum resources.

The project is aimed to cover maximum knowledge of the HR practices followed in the
organization and how the performance is evaluated of employees, what primary factors
are considered , how data is maintained and finally the evaluation done. Here the HR
practices of the company have been explained to understand how the company follows
these practices. The practical knowledge has been gained mainly by observing all the
activities taking place in the H.R. department. This is a brief study done to have
understanding of the subject H.R., how it is practically implemented, why it is necessary,
its implications & the benefits.


With reference to the HR Practices brief knowledge has been gained how the
Recruitment cycle functions, Selection done, Training Calendar prepared, what does
compensation & cost to company means and the steps of performance appraisal.











33


HR PRACTICES

manpower
planning
Resruitment
Selection
PLacement,I
nduction and
orientation
Performanc
e appraisal
Traning and
development
Career
planning
Employee
griveance
industrial
relation
Collective
barganning
Industrial
dispute
Job
evaluation


34


Introduction

HR PRACTICES
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 organizations goals
and objectives.


KPI's For HR PRACTICES

Some of the key performance indicators for Human Resources include but are not
limited to thefollowing.

Employees clarity on HR policies
Employees clarity on roles, responsibilities and expectations
Development of qualitative staff
Number of HR issues arising for which there are no clear policies and guidelines
Competitiveness of compensation structure relative to industry benchmark
Usefulness and accuracy of compensation survey
Lead time to respond to staff welfare issues
Employees assessment of promotion criteria and process (clarity, fairness)
Measurementof HR policy violation
Average time required to fill vacancies
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


35

Prepare HR strategic Objectives and bring in clarity as to how the HR strategy
supports the organizational strategy
Develop KPI's for each of the strategic objectives.
rack and measure performance.


OBJECTIVE OF HR PRACTICES:-

The main objective of HR Practices is to differentiate 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 organizations 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.



HR practices of M/s NEVA GARMENTS Ltd

Effective and Efficient HR practices are very much important for every organization. So,
M/s NEVA garments has also its HR Practices, which helps it a lot to achieve the
targets.

Human Resource Management initiatives in any Organization endeavor to change,
redefine, revisit, renew, reinvent, revitalize & restructure the Organization architecture.
This is effectively done with the help of alignment & integration of HR policies &
strategies with business goal & objective.







36





Definition of HRM

HRM is concerned with the people dimensions in management. Since every
organization is made up of people, acquiring their services, developing their skills,
motivating them to higher levels of performance and ensuring that they continue to
maintain their commitment to the organization are essential for achieving organizational
objectives.


HRM is planning, organizing, directing and controlling of the procurement, development,
compensation, integration, maintenance and separation of human resources to the end
so that individual, organizational and social objectives are accomplished.



Human Resource Management is a process of bringing people &
organizational together so the goals of each are met.

Human Resource Management is a part of management process which
is concerned with the management of human resource is an
organization.

Human Resource Management is an effective & efficient manner to
secure the best from people by winning their whole hearted cooperation.











37




HUMAN RESOURCE PROCESS














HUMAN RESOURCE PLANNING

STAFFING
TRANNING AND
DEVELOPMENT
PERFORMANCE APPRAISAL
COMPENSATION


38



CONCEPT OF HR PRACTICES


JOB ANALYSIS & DESCRIPTION

Job Analysis is a process of systematically analyzing the activities in each job.
It is designed to define the duties, responsibility & accountability of the job.

The three outcomes of job analysis are :
Job description
Job specification
Job evaluation

Job Analysis has the following parts:

Job Identification : Title with code number

Characteristics of job : Location, Physical setting supervision

Job Duties : Detailed list of duties

Personal Attributes : Experience, Training undertaken, physical strength


METHODS OF JOB ANALYSIS

OBSERVATION METHOD
INTERVIEW TECHNIQUES
FUNCTIONAL JOB ANALYSIS
JOB INVENTORIES OR CHECKLIST






39



Job description : After job analysis data have been collected, job description
must be prepared.

It contains:

The job title, alternative title, department division and plant and code number of
the job.

Job duties give us a comprehensive list of duties with some identification of the
frequency of occurrence or percentage of time devoted to each major duty.

Supervision indicated the number of persons to be supervised with their job
titles, and the extent of supervision involved.

Working conditions usually give us information about the environment in which
a jobholder must work.


Job specifications: A job specification is a statement of the minimum acceptable
human qualities necessary to perform a job properly.

These specification relates to the
-
1. Physical characteristics, which include health, strength, endurance, age-range, body size,
height. Weight, vision and poise.

2. Psychological characteristics or special aptitudes, which include such qualities as mental
concentration, alertness, analytical ability and judgment.


3. Personal characteristics or traits such as appearance, leadership, initiative and pleasing
manners, emotional stability, skill and dealing with others.

4. Job characteristics, which include supervision of others, responsibility for
production process and equipment and responsibility for the safety of others.






40

Job evaluation : It is a systematic method for the objective
determination of the relative worth of the jobs within a company. The objectives of job
evaluation are:

1. To secure and maintain complete, accurate and impersonal descriptions of each distinct job
or occupation in the entire job.

2. To provide a standard procedure for determining the relative worth of each job in a plant.

3.To determine the rate of pay for each job which is fair and equitable with relation to other jobs
in the plant, community or industry.

4.To ensure that like wages are paid to all qualified for like work.


5. To promote a fair and accurate consideration of all employees for advancement and transfer.

6. To provide a factual basis for the consideration of wage rates for similar jobs in a community
and in an industry.


=


MANPOWER PLANNING

Manpower planning is the essential process of getting the number of qualified
employees and seek to place the right employee in a right job at a right time,
so that an organisation can meet its objectives.












41

RECRUITMENT AND SELECTION

According to Edwin B Flippo, recruitment is the process of searching the
candidate for employment and stimulating them to apply for jobs in the
organisation.


Meaning-
Recruitment is the activity that links the employers and the job seeker.

A process of finding and attracting capable applicants for employ


SOURCES OF RECRUITMENT



INTERNAL EXTERNAL
Transfer Press advertisement
Promotion Education institue
Upgrading Placement agencies
Demotion Employment exchange
Retired employers Employee referrals
Retrenched employees Recruitment at
Factory gate







42

RECRUITMENT PROCESS

1.Identify vacancy
2.Prepare job description and specification
3.Advertising the vacancy
4.Managing the response
5.Short-listing
6.Arrange interviews
7.Conducting interview and decision making










1
2
3
4 5
6
7


43

SELECTION

According to Thomas stone, Selection is the process of differentiating between
applicants in order to indentify and hire those with the greater likelihood of
success on the job

In Simple Words

It is the function perform by the management of selecting the right employee at a
right time After indentifying the sources of human resources, searching for
prospective employees and stimulating them to apply for job in the organisation.


The objective of selection decision is to choose the individual who can most
successfully perform the job from the pool of qualified candidates.



PLACEMENT AND INDUCTION

Placement is a process of assigning a specific job to the selected candidate.

Benefits of proper placement
1.Show good result
2.Get along with people easily
3.Keep his spirit high
4.Report for duty regularly
5.Avoid mistakes and accident

Orientation and Induction

Orientation is a systematic and planned introduction of employees to their
jobs, and their co-workers and the organisation.
It is also called induction




44

Purpose of orientation

To reduce anxiety
To reduce employee turnover
To save time for supervisor
To develop job satisfaction
To encourage positive attitude

PERFORMANCE APPRAISAL

Performance appraisal refers to all those procedure that are used to evaluate
the personality, performance, potential, of its group members.

FEATUERS

It is a continue process.
It is step by step process.
It examine the employee strengths and weekness.

STEPS IN PERFORMANCE APPRAISAL


establish the job
standards
designing the
performance
appraisal
appraisal
performance
performance
interview
use appraisal
data for
appropriate data


45




METHODS OF PERFORMANCE APPRAISAL




Traditional methods Modern method

Essay appraisal method 360 degree method
Straight ranking method management by objectives
Paired comparison method Assessment centres
Critical incident method Human resource accounting method
Check list method
Forced distribution method



TRAINING AND DEVELOPMENT

Training-

Is the formal and systematic modification of behaviour through learning
which occurs as a result of education, instruction, development and planned
experience.

Development-

Is an learning activity, which is directed towards future, needs rather than
present needs, and which is concerned more with career growth than
immediate performance.





46

METHODS OF TRANING





ON THE JOB TRAINING OFF THE JOB TRAINING

Coaching Sensitivity training
Mentoring Transaction training
Job rotation Lectures
Job instruction techniques Simulation exercises



CAREER AND SUCCESSION PLANNING

Career-
Career planning consist of activities and actions that you take to achieve your
individual career goals.
It is a life long process a person goes through to learn about him- self such as
Purpose
Personality
Interests
Skills
SUCCESSION PLANNING

Succession planning is a mean of identifying critical management position
starting at manager and supervisor levels and extending up to the highest position
in the oorganisation.







47

Components in succession planning





HEALTH AND SAFETY

HEALTH-
At the individual employee level is not the just absence of illness but also includes
positive health or optimal functioning.

At the organisation level now includes human resource factors such as turnover
rates, the number of grievances, and the overall moral of employee of the
organization.

SAFETY

The overall number of occupational injuries and days missed due to injuries
has declined between 1990 and 2005
With the expansion of service-producing businesses, we have seen an
increase in the number of deaths in the retail and transportation industries
Replacement
planning
HR Audit
Develop a pool
of high
potential
candidate
Identify high
potential
successors
Identify
successors
developmental
needs
Create
development
opportunities


48



HOW TO IMPROVE THE SAFETY


Safety climate - refers to the shared perceptions of an organizations
policies, practices, and procedures with respect to the priority placed on
safety
Work design- creating physical barriers between employees and known
hazards

EMPLOYEE GRIEVANCE

Every employee has certain expectation, which he thinks must be fulfilled by the
organization he is working for. When the organization failed to do this, he
develops a feeling of dissatisfaction. When employee feels that something is unfair
in the organization. He is said to have a grievance.


CAUSES OF GRIVANCE

1.Ecnomic
Wage fixation
Overtime
Wage revision

2.Work environment
Poor physical condition of work place
Unfair rules
Poor quality of work

3.Supervision
Relate to the attitude of the supervision towards the employee such as perceived
notions of bias, favouritism, regional feeling etc.

4.Work group


49

Employee is unable to adjust with his colleagues, suffer from feeling of neglect,
victimization and becomes an object of ridicule and humiliation etc.

5.Miscellaneous
Transfer
Fines
Medical facilities elc.



DISCIPLINE

According to Richard D Calhoon, Discipline is the force that prompts individuals
or groups to observe rules, regulation, standards and procedures deemed necessary
for an organisation.

Discipline means orderliness. It implies the absence of chaos, irregularity and
confusion in the behaviour of workers.

SYMPTOMS OF GENERAL INDISCIPLINE

Change in normal behaviour
Absenteeism
Increased grievances
Go slow
Lack of concern for job
Late coming etc.










50


COLLECTIVE BARGAINING

According to Flippo, Collective bargaining is a process in which the
representatives of a labour organisation and the representatives of business
organisation meet and attempt to negotiate a contract and agreement, which
specifies the nature of employee-employer relationship.

FEATURES

It is a collective process.
It is a continuous process.
Is is a flexible and dynamic process.
It is a method of partnership of workers in management.




PROCESS OF COLLECTIVE BARGAINING



1.PREPARE
2.DISCUSS
3.PROPOSE
4.BARGAIN
5.SETTLEMENT


51


INDUSTRIAL RELATION AND INDUSTRIAL DISPUTE


The term Industrial Relations comprises of two terms: Industry and Relations.
Industry refers to any productive activity in which an individual (or a group of
individuals) is (are) engaged. By relations we mean the relationships that exist
within the industry between the employer and his workmen.

SCOP OF INDUSTRIAL RELATION

Development of healthy labour-management relation.
Maintenance of industrial peace.
Development of industrial democracy

MAIN PARTIES IN INDUSTRIAL RELATION





EMPLOYEES
EMRLOYERS
GOVERNMENT


52



INDUSTRIAL DISPUTE

According to section2(k)
Industrial dispute means any dispute or difference between employers and
employers or between employers and workmen or between workmen and
workmen, which is connected with the employment or non-employment or the
terms of employment or the conditions of labour of any person.

TYPES OF INDUSTRIAL DISPUTE
Demonstration
Hunger strike
Picketing
Gherao
Go-slow

CONSEQUENCES OF INDUSTRIAL DISPUTE




FOR EMPLOYERS
Decrease in
output
Increase in cost
of production
FOR EMPLOYEES
Loss of income
Psychological
and physical
consequences
of forced
idleness
FOR THE NATION
An advercs
effect on the
national
productivity,
national
income.
Causes wastage
of national
resources


53




Chapter 3



REVIEW OF LITERATURE









54




REVIEW OF LITERATURE

According to Beach (1975) as cited in Fajana (2002), industrial revolution of the
early 1800s made the management of people at work a complex and challenging
field of endeavour. Managing people at work has evolved through the following
labels.
Labour Administration
Labour and Staff Administration
Personnel Administration
Personnel Management
Human Resource Management
Strategic Human Resource Management
Human Capital Management
Labour Administration era was when workers were treated as just one of the
factors of production. It is entrenched in the division of labour and payment of
wages as incentives to increase output. The managers in this era were considered
generalist (Ubeku, 1978). Labour and Staff Administration Period: This is an
extension of the labour administration era. The period was characterized by
relatively stable employment, hence the staff was added. The physical conditionsof
employment were the major source of conflict at this period. Personnel
administration as a label was adopted when paradigm shifted from viewing
workers as mere factor of production. Hawthorne studies conducted by Elton
Mayo, the leader of Human Relations School, greatly influenced the practice of
people management at this period. Workers ceased to be seen as mere economic
agent or machine but social being. Majority of scholars whose work held sway at
this period mainly motivational theorists.


Personnel Management era was greatly influenced by the events of the Second
World War, which brought about untold hardship on workers as well as their
scarcity. According to Fajana (2002), the label; Personnel Management was
adopted from the 1940s until the 1970s. The dominant management thought and
practice at this period were premised on the recognition of individual differences
and personality traits. Human Resource Management era recognized the impact of
contextual variables (environment) on the practice of managing people. The
identified contextual variables are globalization, market, technology, economy etc.


55

Many scholars suggested at this period that based on the large scope and
complexities in personnel functions, the label HRM would be the most appropriate.
Issues such as Total Quality Management (TQM), Globalization, Work Flexibility,
Outsourcing, Re-Engineering etc dominated this period. Strategic Human Resource
Management (SHRM) era was the one in which scholars saw HR as a potential
source of competitive advantage, since employees are one of the many strategic
resources according to the resource based approach. SHRM is responsible to
align HRM activities to corporate strategy.

2.1. Strategy and Human Resource Management
Boxall (1992) contends that integrating strategy and HRM is problematic as both
concepts are controversial and contested. Identifying the key elements in the theory
of HRM, Guest (1989) highlights strategic integration, high commitment, high
quality and flexibility. Legge (1989) argues that the contradictions which exist in
HRM are more of representations of the fundamental contradictions of capitalism
than anything else. Taking a different position, Ahlstrand and Purcell (1988) see
SHRM as discrete activities such as Manpower Planning or Training and
Development. Instead SHRM is concerned with those fundamental choices which
fundamentally influence employee relations outcomes such as decisions about
location and deployment of personnel management at corporate, divisional or
establishment levels and the integration or separation of internal labour markets.

Distinguishing strategic and non-strategic HRM,
Miller (1991) suggests that non-strategic HRM can be identified by a number of
characteristics; separate from the business; reactive and shortterm; of no interest to
the Board of Director; constrained by a legalistic and institutional definition that
focuses on lower-level employees. However, many scholars have noted HRM as a
source of potential competitive advantage and the matching model Forbrun,
Tichy & Devanna (1984) is based on the view that human resource practices
should match and support business strategy. Kamoche (1994) points out that the
application of business models leads to an emphasis on shortermism and financial
rationalization which is against developmental humanism aspects of HRM.
Hence, SHRM is propelled by organizational imperatives of immense managerial
control through the legimatory device of strategy and HRM practitioners
attempting to achieve higher status.

2.2. Movement from Personnel Management to Human Resource Management
Jones (1996) observes that the emergence of HRM as a concept at the beginning of
1980s encouraged most British universities and business schools to establish
departments of HRM. Despite this, it remains cloudy that the practices of


56

Personnel Management have been overtaken by HRM.Torrington and Hall (1991)
note that the use of the term HRM has encouraged the dispassionate view of the
functions in two senses:
The first one is that there has been a paradigm shift from the conventional
personnel focus with staff welfare issue of identifying with economic,
psychological and social needs of employees to more attention on a business
centre approach. Jones (1996) observes that employees see personnel staff as
nice people who help them to adjust to unpleasant circumstances of life. The new
business centred HRM focuses more on the achievement of the set goals than
staff welfare. The second way HRM has led to dispassionate of personnel role is
taking decisions based on the result of research exercise and not on the need to
pacify employees

The Changing Practice of Functional Areas of People Management
The extent of changes may not be appreciated in the practice of people
management until they are examined in the operative functions of people
management namely; Manpower Planning, Recruitment and Selection,
Compensation Management, Training and Manpower Development, Employee
Appraisal, Employee Motivation, and Industrial Relations.

2.3. Training and Manpower Development to Human Resource Development

The competence of an organizations workforce has become increasingly important
to its performance, competitiveness, and innovation (Lawler, Mohrman &
Ledford, 1998). Training is defined as the systematic acquisition and development
of the knowledge, skills, and attitudes required by employees to adequately
perform a task or job or to improve performance in the job environment (Lathan,
1988). However, training is often criticized for being too expensive and not
improving the bottom line.
In view of some perceived shortcomings of training
and manpower development, strategic approach to HR shifts attention to HRD
which is defined as a set of formal organizational and individual practices that are
designed to enhance the potential contribution of human resources to the
organization (Holton, 2000). In addition, it is claimed that the dynamic external
environments in which many businesses currently operate within requires that they
develop a capacity to learn more effectively and faster than competitors and to find
methods and skills to solve complex problems. Although, according to Jones
(1996) the HR department still controls the core curriculum of training: business
awareness programs supervisory skills, team building, First Line Managers (FLMs)
have responsibility for the more technical/specialist training. The management and


57

strategy literature claims that organizational competitiveness in the long term
depends on the effective learning at both individual and organization levels.

2.4. Recruitment and Selection to Employee Resourcing /Human Capital Resourcing

Unlike in the past when the personnel managers duties were summarized as hire
and fire, and the organization is bloated with high labour cost, the current trend is
to device means of reducing the workforce to a few number of competent, sound
and knowledgeable employees with abundant functional skills. The earlier
commitment to provide a permanent job has changed drastically and short term
contracts, outsourcing and temporary or agency staff are being used in more recent
times. The short-term contract (pink) staff are engaged for periods of up to 2
years, but there is no security and can be terminated at any time if the company
wishes (Jones 1996). Job freeze is in vogue in most of the strategic oriented
companies. Changes in employment policy of most organizations which place
greater emphasis on short-term cost-savings at the expense of long-term
investment will inevitably result in a decline in the number of employees on their
pay roll. The change in the area of recruitment is widespread; though differences
exist due to the changes in the labour market and economic environment.

2.5. Wages and Salary Administration to Strategic Reward Management

Reward management is concerned with, according to Armstrong (2007) with the
formulation and implementation of strategies and policies that aim to reward
people fairly, equitably and consistently in accordance with their value to the
organization. Basically, reward management has three major objectives;

To attract skilled manpower to the organization
To motivate and maintain employees to higher performance
To retain skilled employees
An employee reward forms a major part of cost of
production, which takes a significant part of profit hence; employers keep an eagle
eye on what is being paid to employees. Employees on the other 23 European
Journal of Economics, Finance and Administrative Sciences Issue 29 (2011)
hand expect pay that will enable him/her to have a decent life. The employee
reward has three major components, namely basic pay, benefits and incentives. To
gain a competitive advantage, organizations shifted attention from mere wages and
salary administration to strategic reward management. Reward strategy defines the
intentions of the organization on how its reward policies and processes should be
developed to meet business requirements. Since payroll costs constitute major part


58

of total costs incurred by an organization, this necessitates the need to adopt a
strategic approach to reward which ensures that there is adequate return on
investment in pay.

2.6. Employee Performance Appraisal to Performance Management

Hitherto, employee performance appraisal is done centrally and annually after the
input of the immediate supervisor. The outcome is then determined by the
personnel office. With the strategic HRM in focus, appraisal is now the sole
responsibility of first line managers (FLMs), getting support when requested from
the HR department (Jones 1996). Hence, FLMs are actively encouraged to take
greater responsibility for the appraisal and reward of their own staff.

HRM and major HR activities





HRM







HRM links four major people management activities resourcing, appraisal,
development and reward. There is also the emergence of upward appraisal and the
360 degrees appraisal system as against the conventional superior-subordinate
appraisal which in most cases are not open but confidential.



Reward
Development
Resourcing
Appraisal HRM


59

CHAPTER 4
OBJECTIVES











60

OBJECTIVES OF THE STUDY

1. To study various HR practices followed by NEVA garments.

2. To study the satisfaction level of employees with HR practices.

3. To suggest various improvements required to make HR practices
better.



















61



CHAPTER 5

RESEARCH METHODOLOGY










62

RESEARCH METHODOLOGY

Methodology obtained from this project is through fulfilling of Questionnaires by different
buyers. The questionnaires include questions for analyzing consumer attitude towards organized
retail stores, which has been covered under the following heads:-
Selection of population
Selection of sample
Collection of data
Analysis of data

Selection of Population

The study has been conducted in Punjab with emphasis on the city of Ludhiana. The population
of study comprises of investors belonging to different categories.

Selection of Sample

Sample of 100 respondents was selected randomly consisting of employees from all functional
departments of Neva garments.

Sampling

Sample Size 100
Sample Unit The age group 20 to 70 years

Collection of data

Project is based on certain data, which is collected from data source. The sources of data are:-
(a) PRIMARY DATA
(b) SECONDARY DATA




Primary data

The questionnaire method was used for collecting the data relating to the study. The objectives
of the research were explained to the respondent, before getting questionnaire filled. In certain
cases, the questionnaire was handed over to the respondent to fill it up.


63







Secondary data

Secondary data was collected through

Internet
Books
Magazines
News Papers
Journals


Analysis of data

The data is tabulated and frequency distribution has been developed. The percentage is
compared for different variables to be considered.















64

CHAPTER 6


DATA ANALYSIS AND INTERPRETATION








65

DATA ANALYSIS AND ITERPRETATION



Q1:- What are the main sources of recruitment?
Ans. a)
Sources of Recruitment Percentage
Job portals 27%
Advertisement 18%
Consultant 4%
Education Institute 6%
References 45%
Employment Exchange 0%





Analysis-Out of 100 employees,45% employees said that sources of recruitment
in NEVA through the Refrences,27% employees said through the reference,4%
employees said through the consultent,18% employees said through the
advertisement,6% employees said through the education institute,0%employees
said through the employment exchange.

Interpretation-Mostly the employee employees are recruit in NEVA through the
job portals and references.


0% 10% 20% 30% 40% 50%
Job portals
Advertisement
Consultant
Education Institute
References
Employment Exchange
27%
18%
4%
6%
45%
0%
Percentage
Percentage


66


Q2.What is the procedure of selection in NEVA?


Procedure of selection Percentage
Intelligent test 30%
Aptitude test 14%
Personality test 0%
Personal interview 24%
Both (a) and (b) 32%






Analysis out of 100 respondents, 32% of employees said that in neva selection of
employee through the intelligent and aptitude test and 24% of employee are said
that employees selected by personal interview.14% employee said that selection of
employee by aptitude test.30% of employee said that selection of employee
through the intelligent test.

Interpretation- Mostly the employees are selected by intelligent and aptitude test
in this organisation.



0% 10% 20% 30% 40%
Intelligent test
Aptitude test
Personality test
Personal interview
Both (a) and (b)
30%
14%
0%
24%
32%
Percentage
Persentage


67


Q3.What kind of benefits are given in NEVA?


Kind of benefits Percentage
Provident fund 30%
Gratuity 0%
House rent allowance 0%
All 70%







ANALYSIS Out of 100 respondents, 70% respondents are given all benefits.
while on the other hand only 30% respondents are provided with benefits like
provident fund.


INTERPRETATION- Mostly all the benefits are provided in this organisation.





0%
20%
40%
60%
80%
100%
Gratuity
House rent
allowance
All
30%
0%
0%
70%


68



Q4.What kind of incentives do you get?


Kind of incentives Percentage
Fix % of your salary 68%
As gift vouchers 22%
Monetary benefits 10%
Share option 0%









Analysis- out of 100 respondents, 68% of the respondents get fixed percent of their
salary whereas only 22 % of the respondents get gift vouchers and the remaining
get monetary benefits.


Interpretation- Mostly the respondents get incentives through the fixed percent of
the salary

68%
22%
10%
0%
10%
Percentage
Fix % of your salary
As gift vouchers
Monetary benefits
Share option


69





Q5. Are you entitled for ESIC schemes?


Entitled for ESIC schemes Percentage
Yes 56%
No 44%








Analysis- Out of 100 respondents, 56% respondents are entitled to ESIC scheme
whereas 44% respondents are not entitled to ESIC scheme.

Interpretation- Mostly the respondents are entitled to ESIC scheme.





56%
44%
Percentage
Yes
No


70


Q6. Do you get extra wages for overtime?



Extra wages for time Percentage
Yes 24%
No 76%








Analysis- Out of 100 respondents 76 % respondents are not given extra wages for
overtime whereas only 24% respondents are given extra wages for over time.

Interpretation- Mostly the respondents are not given extra wages for over time.







24%
76%
No of respondents
0%
0%


71




Q7. Is there a system of performance appraisal?


System of performance appraisal Percentage
Yes 100%
No 0%









Analysis- Out of 100 respondents all the respondents agreed that their organisation
provided them the performance appraisal system.

Interpretation- Performance appraisal system is applied in this organisation.





0%
20%
40%
60%
80%
100%
84% 6%
100%
0%
Percentage
Percentage


72

Q7(b). If yes, how many times does performance appraisal takes place in the
organisation?


How many times does performance
appraisal
Percentage
After 6 months 32%
After quarterly 8%
Once a year 60%










Analysis- Out of 100 respondents, 60 % respondents said that performance
appraisal system is applied once a year. 32% respondents said it is applied after
6months whereas only 8 % respondents said it was applied quarterly.


Interpretation- Mostly the performance appraisal is applied once a year.


0 0.2 0.4 0.6 0.8
1
2
3
4
32%
8%
60%
Percentage
How many times does
performance appraisal


73

Q8. Which method is followed for performance appraisal?


Method for performance appraisal Percentage
Management by objectives 42%
360 Degree 12%
Assessment center 2%
Straight ranking 0%
Grading system 44%
Check list method 0%







Analysis- Out of 100 respondents, 44 % respondents agreed that grading system is
applies for performance appraisal while 42 % respondents agreed that management
by objective is followed for performance appraisal. 12 % respondents said that 360
degree system is followed for their performance appraisal while only 2 %
respondents said that assessment center is followed for performance appraisal.

Interpretation- Mostly the grading system is followed for performance appraisal.



42%
12%
2%
0%
44%
0%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Percentage
Percentage


74

Q9. What type of training programs conducted by the organisation?


Training programs Percentage
On the job training 84%
Off the job training 6%
Role playing 0%
Computer based training 10%
Audio visual 0%
Video conferencing 0%










Analysis- Out of 100 respondents 84 % respondents were provided with on the job
training method, 10% respondents were provided with computer based training
while only 6 % respondents were provided with off the job training.

Interpretation- Mostly the respondents were provided on the job training.


0% 20% 40% 60% 80% 100%
On the job training
Off the job training
Role playing
Computer based training
Audio visual
Video conferencing
84%
6%
0%
10%
0%
0%
Percentage
Percentage


75


Q10. What is your satisfaction level with your participation in training
programme?


Satisfaction level with training
programme
Percentage
Highly satisfied 20%
Satisfied 58%
Neutral 22%
Dissatisfied 0%
Highly dissatisfied 0%








Analysis- out of 100 respondents,58% respondents are satisfied with training,22%
were neutrally satisfied with training whereas only 20 % were highly satisfied.

Interpretation- Mostly the respondents were satisfied with training programmes.



0%
10%
20%
30%
40%
50%
60%
20%
58%
22%
0%
0%
Percentage
Percentage


76


Q11. Which procedure is followed in NEVA for distribution of salary?


Distribution of salary No of respondents
cash 28%
Bank 48%
Both 24%








Analysis- Out of 100 respondents, 48% respondents said that both salary and cash
salary distribution is followed,24% respondents said that bank system is followed
in salary and 28% respondents said cash system is followed in salary.

Interpretation- Mostly both system is followed in salary distribution.






28%
48%
24%
No of respondents
cash
Bank
Both


77


Q12. Is there is a system of grievance handling in the organisation?


System of grievance handling Percentage
Yes 100%
No 0%










Analysis- Out of 100 respondents, all the respondents agreed that grievance
handing procedure is followed in this organisation.

Interpretation-Grievance handling system is present in this organisation.






0%
20%
40%
60%
80%
100%
Yes No
100%
0%
Percentage
Percentage


78



Q13. What provision of health and safety are followed in NEVA?


Provision of health and safety Percentage
Lighting 0%
Drinking water 0%
Cleanliness 0%
Disposal of wastes 0%
Ventilation and temperature 0%
Hoists and lifts 0%
All 100%







Analysis-Out of the 100 respondents ,all the respondents are agreed that all the
provision are present of health and safety.

Interpretation-Mostly all the provision of health and safety are present in this
organisation.

Percentage
0%
20%
40%
60%
80%
100%
0%
0%
0%
0%
0%
0%
100%
Percentage
Percentage


79

CHAPTER 7

FINDING







80

FINDINGS


Most of the respondents strongly agreed that recruitment is through
both external and internal source.
Most of the respondents were satisfied with the selection procedure.
Most of the respondents agreed with the benefits that are provided
with NEVA.
Most of the respondents are satisfied with the incentive system.
Most of the respondents have said that performance appraisal serve as
a tool to employee productivity.
Most of the respondents of lower level said that the opportunities of
training and development for them are very low.
Most of the respondents are satisfied with distribution of salary i.e by
bank or cash.
Most of the respondents agreed that safe and healthy working
conditions exists.
In NEVA selection of employees through the aptitude and intelligent
test.




81


Chapter 8

LIMITATIONS








82


LIMITATIONS

Non-cooperation of some respondents due to the reason of the work load.
Time constraints are another limiting factor which lead to get feed back only
from limited number of people.
Finding and conclusion drawn out of the salary are based on response from
the employees. The possibility of respondents being biased cannot be ruled
out.



















83

Chapter 9

SUGGESTIONS









84



SUGGESTIONS



After study, I suggested that training centre should be open for
workers.
Proper ventilation and temperature should be provided in the
organisation.
Proper discipline and rules and regulations must be maintained for the
HR department.
Proper communication procedure should be must between the
management and the workers.
Proper and well maintained posters for motivation should be placed in
working place.
Proper notice board should be followed in every department.




85

CHAPTER 10

CONCLUSION







86

CONCLUSION


Retirement, pensions, gratuity, and other related welfare policies are effectively
executed. So there is no problem with social security. Employee turnover is very high and
job security is very low. Most employees are from middle class Indian families.

Job security is one of the most important ingredients of job satisfaction. Secure job
environment enhances the degree of job satisfaction. Management must create an
environment of job security among employees. Indians work with emotions, so any legal
job contract will not motivate them. Instead, there should be a psychological or emotional
bond between employees and the organisation.

There are two kinds of pension benefits- Pension available to the employees and family
pension for family members after the death of the employee. An employee needs to fulfill
certain conditions to be eligible to receive pension.

There is no senseless recruitment being done by banks. Recruitment is done through
well maintained procedures.


87

Chapter 11
BIBLIOGRAPHY








88

BIBLOGRAPHY

Websites:

www.google.com

www.scribd.com

www.yahoo.com

www.multiprojects.com

www.wikipedia.com

Primary Data:

Questionnaires












89

Chapters 12
ANNEXURE











90


Questionnaire on HR practices

Dear Madam/ Sir,
I am student of M.B.A. 3
rd
sem, Punjab technical university. I
am conducting a survey on HR PRACTICES IN NEVA garments. For this
purpose I like to spare a few minutes and share your views with us.

Name: ________________
Age: __________________
Dept.:__________________
Contact no: ______________

Q1:- What are the main sources of recruitment? (Please rank it)
Ans. a) Job Portals
b) Advertisement
c) Consultants
d) Educational Institutions
e) References
f) Employment exchange

Q2:- What is the procedure of selection in Neva?
Ans. a) Intelligence test
b) Aptitude test
c) Personality test
d) Personal Interview
e) Both (a) & (b)

Q3:- What kinds of fringe benefits are given in Neva?
Ans. a) Provident Fund
b) Gratuity
c) House Rent Allowances
d)All






91


Q4:- What kind of incentives do you get?
Ans. a) Fix % of your salary
b) As gift vouchers
c) Monetary rewards
d) Share option

Q5:-Are you entitled for ESIC schemes?
Ans. a) Yes
b) No

Q6:- Do you get extra wages for overtime?
Ans. a) Yes
b) No


Q7:- Is there a system of performance appraisal in the organization?
Ans. a) Yes
b) No

If yes, how many times does performances appraisal takes
place in the organization?
a) After 6 months
b) After quarterly
c) Once a year

Q8:- Which method is following for performance appraisal?
Ans. a) Management by objective
b) 360 degree
c) Assessment center
d) Straight ranking
e) Grading system
f) Check list method









92

Q9:-What type of training programs conducted by the organization?
Ans. a) On the job training
b) Off the job training
c) Role playing
d) Computer based training
e) Audio visuals
f) Video conferencing

Q10:-What is your satisfaction level with your participation in training
programme?
Ans.


Highly satisfied neutral dissatisfied highly
Satisfied dissatisfied

Q11:-Which procedure is followed in NEVA for the distribution of salary?
Ans. a)By cash
b)By bank
c)Both

Q12:-IS there is a system of grievance handling in the organization?
Ans. a)Yes
b)No

Q13:-What provision of health and safety are followed in NEVA?
Ans. a)Lighting
b) Drinking water
c)Cleanliness
d)Disposal of wastes
e)Ventilation and temperature
f)Hoists and lifts
g)All