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PROJECT REPORT
ON
AT
SUBMITTED TO
UNIVERSITY OF PUNE
SUBMITTED BY
SHRADDHA JAMDAR
1
SMT. HIRABEN NANAVATI INSTITUTE OF
MANAGEMENT AND RESEARCH FOR WOMEN,
PUNE “
AT
A PROJECT REPORT
BUSINESS ADMINISTRATION
SUBMITTED TO
UNIVERSITY OF PUNE
SUBMITTED BY
SHRADDHA JAMDAR
2
CERTIFICATE
I, hereby, certify that the work which is being submitted as a Project Report
entitled “to study the perception of employees towards hr polices at the social
ocean”, in partial fulfilment of the requirements for the award of the Masters in
Business Administration to the University of Pune is an authentic record of my
own work carried out during a period from June 3rd, 2019 to August 3rd, 2019
under the guidance of prof. pranita sonar .
The matter presented in this Project Report has not been submitted by me for
the award of any other degree elsewhere.
Shraddha jamdar
This is to certify that the above statement made by the student is correct to the
best of my knowledge
Date Prof.
Pranita sonar
3
4
CERTIFICATE
This is to certify that Ms. Shraddha jamdar has successfully completed her
summer internship on the project titled “perception of employees towards
existing hr policies at “the social ocean” in the partial fulfilment of MBA
Programme.
5
ACKNOWLEDGEMENT
I would like to express my sincere thanks to Mr. Rohan ganechari for giving
me an opportunity to explore the practical knowledge practiced by the company.
This project could not been completed without the able guidance and support
of Prof Mrs. Pranita sonar ma’am ( HR Department, HNIMR, Pune),
Last but not the least would like to thank my friends, family members and all
those people who helped me for the completion and deeper understanding of the
concept of performance appraisal.
6
PREFACE
This project is meant to know the Human Resource Policies in the organization.
The HR Policies are a tool to achieve employee satisfaction and thus highly
motivated employees. The main objective of various HR Policies is to increase
efficiency by increasing motivation and thus fulfill organizational goals and
objectives.
7
DECLARATION
I, SHRADDHA JAMDAR, hereby declare that all the information furnished in
this PROJECT, is my original work containing authentic facts. This piece of
work is only being submitted to Hiraben Nanavatri Institute of Management and
research
TRAINING in the partial fulfillment for the degree of Post Graduation human
resource MBA
Shraddha jamdar
8
Table of Contents
1. list of tables
2. Excecutive summary
3. Introduction
4. Review of literature
5. Company profile
6. Research methodology
Objectives
scope
data collection – primary data,
secondary data
questionnaire
sampling
7. Limitations
9. Findings
10. Suggestions and recommendations
11. Bibliography
12. Annexure
9
EXECUTIVE SUMMARY
My internship at the social ocean, Pune was a great exposure to the industry.
After going through my summer training, I had a firsthand experience of how an
industry as well as HR department functions.
INTRODUCTION OF PROJECT
PROJECT TITLE
OBJECTIVES OF STUDY
10
SCOPE OF STUDY
In the survey an attempt has been made to analyse the perception of the
employees towards company’s existing hr policies at the social ocean.
11
HUMAN RESOURCE POLICIES
Human Resource Policies refers to principles and rules of conduct which
“formulate, redefine, break into details and decide a number of actions” that
govern the relationship with employees in the attainment of the organization
objectives.
12
FORMULATING POLICIES
There are five principal sources for determining the content and meaning of
policies:
13
BENEFITS OF HR POLICIES
Organizations should have personnel policies as they ensure the following
benefits:
a. The work involved in formulating policies requires that the management
give deep thought to the basic needs of both the organization and the
employees. The management must examine its basic convictions as well
as give full consideration to the prevailing practices in other
organizations.
b. Established policies ensure consistent treatment of all personnel
throughout the organization. Favoritism and discrimination are, thereby,
minimized.
c. Continuity of action is assured even though top management personnel
change. The CEO of a company may possess a very sound personnel
management philosophy. He/she may carry the policies of the
organization in his/her head, and he she may apply them in an entirely
fair manner. But what happens when he/she retires? The tenure of office
of nay manager is finite. But the organization continues. Policies promote
stability.
d. Policies serve as a standard of performance. Actual results can be
compared with the policy to determine how well the members of the
organization are living upto the professional intentions.
e. Sound policies help build employee motivation and loyalty. This is
especially true where the policies reflect established principles of fair
play and justice and where they help people grow within the organization.
f. Sound policies help resolve intrapersonal, interpersonal and intergroup
conflicts.
14
PRINCIPLES OF HR POLICY
2. Principle of scientific selection to select the right person for the right
job.
7. Principle of dignity of labor to treat every job and every job holder with
dignity and respect.
15
LITERATURE REVIEW
REVIEW 1
Charmine E. J. Härtel
The research program described focuses on identifying the role of organisational culture,
as reflected in workplace systems and practices, and employee and group attitudes in the
outcomes of interactions among dissimilar parties. A systematic, theory-testing approach
underlies the program, which aims to both develop and validate the diversity openness
construct. The Perceived Dissimilarity-Openness Moderator Model developed from the
research asserts that the affective, cognitive and behavioural consequences of diversity
depend in part upon the perception of difference and subsequent quality and magnitude of
the response to the perceived dissimilarity. When individuals or social systems (groups or
organisations) are diversity-closed, outcomes are predicted to be less positive than when
they are diversity-open.
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REVIEW 2
Human Resource refers to the talents and energies of people who are available to an
organization as potential contributors to the creation and realization of the organization’s
mission, vision, values and goals. Development refers to a process of active learning from
experience, leading to systematic and purposeful development of the whole person: body,
mind and spirit. Thus, Human Resource Development is the integrated use of training,
organizational development, and career development efforts to improve individual, group and
organizational effectiveness.
Employees attitude towards T&D practices play a conscious and effective role among PSU
employees. To be successful in today’s working environment, employees need the
knowledge, ideas, energy, and creativity. The T&D practices in PSU are implemented with
the hope of building employees’ commitment, overcoming worker dissatisfaction, and
reducing absenteeism, turnover, poor quality work, and sabotage. The main concern of PSU
is on improvement of employees’ in the organization. In response to the efforts of PSU
management how the employees’ feel about them is analyzed with the help of one sample
Ttest. In this study employees attitude on T&D practices of PSU employees are identified
through 9 variables. One Sample T-test is applied on nine variables of Employees attitude
towards T&D practices
17
REVIEW 3
Introduction The populations of the countries around the world are becoming diverse. So the
organizations are becoming more diverse. Diversity in human resources has become a
demographic reality [62]. The future human resources will include an increased number of
women, more minorities, varieties of ethnic backgrounds, more aging workers, disabled and
people with different lifestyles. The extent to which these shifts are effectively and efficiently
managed will have an impact on the competitive and economic performance of business
organizations [82]. As the globalization is increasing, workforce diversity is here going to
stay. The organizations those recognize the globalization of labour as a positive trend and
facilitate the flow of workforce will benefit most
This study examined the perceptions of male and female employees across various categories
(i.e. general, minority, disabled, and socially disadvantaged employees) about HR diversity
and employers’ efforts for promoting and valuing diversity in Indian organizations. The study
found that women in general attached more importance to value diversity than men. Women
were of the strong view that organizations must work towards hiring and retaining more
women and ensuring development opportunities to women. Creating and valuing gender
diversity is important. Further the perceptions of various categories of employees also differ
significantly on the issue in context. Each group of employees thinks about themselves as
more important than other groups of employees. General category employees did not value
diversity as strongly as others (i.e. minority, disabled, and socially disadvantaged). Compared
to general category men, general category women and both male and female of minority,
disabled and socially disadvantaged categories perceived strongly and placed greater value on
diversity and employers’ efforts to promote diversity.
18
REVIEW 4
REVIEW 5
HRD PRACTICES IN ORGANISATION
HASAN
reviewed HRD practices with organizational values and measured the employees‘
perspective. It was observed in research that HRD practices namely potential appraisal and
promotion, learning/ training, performance guidance and development were positively
correlated with organizational values like collaboration, creativity, quality, delegation and
human treatment but the performance appraisal, career planning and contextual analysis
variables were negatively associated with Trust and creativity. Hassan et al (2006)
investigated whether ISO certification contribute toward improvement in HRD system and
also examined the role of HRD Practices on employees development and quality orientation
in the organization. Results indicated that ISO certified companies, as compared to others,
obtained higher means on some HRD Variables. It was identified that organizations with
better learning, training and development, reward and recognition, and HRIS (Human
resource information system) promote HRD climate in the organization. Quality orientation
was estimated by career planning, performance guidance and development, role efficacy, and
reward and recognition system.
19
REVIEW6
REVIEW 7
VM Anitharajathi
Human Resources are cognizance, skills, creative abilities, attitude and other attributes
obtained from the population on organizations point of view, they represent the total of the
inbuilt abilities, acquired knowledge and skills as exemplified in the talents and attitude of
the employees. The policies, strategies and practice lead the company to react on its
objectives. It should be a cultural reflection of the values and beliefs of the organization. The
policies should be very brief and clear so that everyone in the organization can understand its
objective, the steps to achieving the mission. This all is possible if the human resource
department of the organization is working effectively. This paper provides clear information
about the employee perception towards the HR policies framed by the Organization. This is a
conceptual framework based on the previous research papers, journals and various other
secondary sources.
20
REVIEW 8
Achieving competitive advantage through human
resource strategy: Towards a theory of industry dynamics
Life insurance is one of the most important businesses that stabilize individuals and
businesses from critical environmental effects. This service industry is people-centric in
character in every form from employees to beneficiaries. The employees are vital for
organisation's success and superior human resource management is the differentiator in the
competition. As HR practices signals employees to carry out actions desirable to the firm.
This industry key performance measures includes positive employee attitudes and
behaviours. The effectiveness of HR practices is measured by the way they influence
the employee attitudes on expected lines. HR practices helps to maximize employee positive
affective reactions at work; in turn, employees would enthusiastically put more efforts for
organisation and contributes for productivity and effectiveness of the
system. Employee behaviour says both external and internal factors in combination
produce employee behaviour. The combination of attitudes with societal pressure to behave
in a given way that influences an employee intention, in turn more directly affect behaviour.
Behaviours consequently results in individual and organisational outcomes. Therefore, the
main objective of this paper to describe employees' perceptions on HR practices in public
and private life insurance organisations. The primary and secondary sources of data used for
this study. Descriptive statistics used to compare and analyze the difference between
the employee opinions of two sample organisations. Independent t-test results
on HR practices resulted there exists no statistically significant difference between the scores
of two sample organisations except for performance appraisal
21
About
The SOCIAL OCEAN is an Ideas, Design and Branding Company. They
are an Integrated Communications Group that provides cutting edge
strategy and creative solutions to meet business challenges and build
profitable brands. An array of services such as Advertising, Brand
Building, Media Planning & Buying, Public Relations, Market Research,
Digital Marketing are all offered under the umbrella of TSO.
Over period of time of our existence, They have handled national and
international clients across all verticals… from Aviation, to
manufacturing, banking and finance, education, retail, etc. Boasting of a
workforce consisting of highly qualified, skilled and knowledgeable
professionals, various brands have found their true partner in us.
Their creatives have won us many awards and have set benchmark
22
ORGANISATION PROFILE
THE SOCIAL OCEAN, one of the top digital marketing companies, steps in to partner with
you towards strategic growth. Crafting a bespoke B2B marketing campaign that is built on
compelling storytelling, we stay with you through the entire marketing process, right from
planning and development to the execution and deployment phase.
Defining the target segments, THE SOCIAL OCEAN addresses the needs of the consumers
in a way that engages them and catches their imagination. As a core digital marketing
services company, we ensure that different verticals which need to be targeted are holistically
charted out to be incorporated as a part of the message. Once the communication strategy is
in place with respect to each category, choosing the most impactful media mix becomes a
deciding factor in the success of the campaign. THE SOCIAL OCEAN, with years of
expertise in media planning and buying, helps you enhance your visibility while reaching
only select, prospective consumers that are looking for the solution your product offers.
While reaching out to the target audience, the frequency with which to communicate and the
right platforms to communicate on, make all the difference.
KUMAR PROPERTIES
DB GUPTA RAIL INFRA LTD.
ZARTARI
AEROLEAP
WS BAKERS
BRANDMATTERZ
7CELEBRATIONS
GREENSOULKITCHENS
AKSHAY FURNISHING
ARMOUR BESPOKE
23
Services for B2B Marketing:
Branding
Brand and Product Campaigns
Digital marketing & lead generation
Marketing Collateral designs
Videos
Exhibition Design
Web Technology, CRM’s
Media Planning & buying
STATEMENT
VALUE
Set a goal, analyze the facts and work on alternatives and conclude them
Decisiveness
in fixed time frame.
Commitment We keep all promises made within and outside the company.
We are concerned for our environment, society and employees and work
Caring
for their betterment.
We are a role model and benchmark company for our products, services
Excellence
and business processes.
Innovation
We nurture creativity and encourage application of knowledge and ideas
24
in all facets of our business.
DEPARTMENTS
25
RESEARCH METHODOLOGY
OBJECTIVES OF STUDY
3. To study the HR Policies of the company.
4. To study the perception of the employees towards hr policies of
the company
SCOPE OF STUDY
In the survey an attempt has been made to analyse the perception of the
employees towards company’s existing hr policies at the social ocean.
26
METHOD OF DATA COLLECTION
Data can be of two type’s primary and secondary data. Primary data are those
which are collected afresh and for the first time, and it is in original form.
Primary data can be collected either through experiment or through survey. The
researcher has chosen the survey method for data collection. In case of survey,
data can be collected by any one or more of the following ways:
Observation
Questionnaire
Personal or Group Interview
Telephone survey
Communication with respondents
Analysis of documents and historical records
Case study
Small group study of random behavior
PRIMARY DATA:-
Primary data is information that you collect specifically for the purpose of your
research
project. An advantage of primary data is that it is specifically tailored to your
research needs.
Data used in research originally obtained through the direct efforts of researcher
through
surveys, interviews and direct observations.
Primary data is connected through administering the questionnaire by direct
contact and also
involved in personal discussions to obtain insights of the information.
SECONDARY DATA:-
Data that has previously been collected ( primary data ) that is utilized by a person other
than the
one who collected the data. Secondary data is often used in social and economic analysis ,
especially when access to primary data is unavailable. It is usually obtained through
published
sources.
The secondary data is collected from company web site, reference books and records from
human resource management department of the unit.
27
SAMPLING
Sample size : 100
Sampling procedure:
Sampling tools : simple percentage method
SAMPLE SIZE
In sampling design the most complicated question is: what should be the size of
the sample. If the sample size is too small, it may not serve to achieve the
objectives and if it is too large, we may incur huge cost and waste resources. So
sample must be of an optimum size that is, it should neither be excessively large
nor too small. Here, I have taken 100 as the sample size.
28
LIMITAIONS:
29
HR POLICIES IN THE SOCIAL
OCEAN
30
3. TRAINING AND DEVELOPMENT POLICY
4. GREVIENCE REDRESSAL
31
5. EMPLOYEE WELFARE POLICY
To make the management feel the employees are satisfied about the work
and working conditions.
To recognize human values Every person has his own personality and
needs to be recognized and developed. It is in the hands of the
management to shape them and help them grow. The management
employs various methods to recognize each one’s worth as an individual
and as an asset to the organization.
32
DATA ANALYSIS
AND
INTERPRETATION
Questionnaire on HR Policies
REWARDS AND RECOGNITION
Percent
Strongly agree 18%
Agree 9%
Somewhat agree 46%
Disagree 18%
Strongly disagree 9%
Total 100
No. of respondents
Strongly agree Agree Somewhat agree disagree Strongly disagree
9%
18%
18%
9%
46%
Percent of respondants
Strongly Agree 33%
Agree 17%
Somewhat agree 22%
disagree 21%
strongly disagree 7%
Total 100
Percent of respondants
Strongly Agree Agree Somewhat agree disagree strongly disagree
7%
21% 33%
22%
17%
34
3. Your organization encourages new ideas ?
Percentage of employees
strongly Agree 30%
agree 20%
Somewhat agree 50%
Disagree 0%
Strongly disagree 0%
Total 100%
Percentage of employees
strongly Agree agree Somewhat agree
Disagree Strongly disagree
0% 0%
30%
50%
20%
35
4. Were you satisfied with recognition/ reward you got?
Percentage of employee
Strongly agree 9%
Agree 64%
Somewhat agree 11%
Disagree 11%
Strongly disagree 5%
Total 100%
Percentage of employee
Strongly agree Agree Somewhat agree disagree Strongly disagree
5% 9%
11%
11%
64%
analysis: according to the table 64% employees they were satisfied by the
rewards they received, 11% were strongly satisfied ,11% were somewhat agree
, 5% were not satisfied and 11% strongly disagree to the same
36
Employee welfare policy
Percentage of employees
Strongly agree 35%
Agree 45%
Somewhat agree 10%
disagree 5%
Strongly Disagree 5%
Total 100%
Percentage of employees
Strongly agree Agree Somewhat agree disagree Strongly Disagree
5%
5%
10% 35%
45%
37
6. The mediclaim amount of 30,000 is satisfactory.
Percent of employees
Strongly agree 25%
Agree 20%
Somewhat agree 25%
disagree 15%
Strongly Disagree 15%
Total 100%
Percent of employees
Strongly agree Agree Somewhat agree disagree Strongly Disagree
15%
25%
15%
20%
25%
7. Are you happy with the thought of marriage gift given by the
organisation
Percentage of employees
Strongly agree 25%
Agree 30%
Somewhat agree 20%
Disagree 15%
Strongly Disagree 10%
Total 100%
38
Percentage of employees
Strongly agree Agree Somewhat agree Disagree Strongly Disagree
10%
25%
15%
20%
30%
8. the number of medical check ups once in two years below 45yrs
and once in a year above 45 years is satisfactory.
Percent of employees
Strongly agree 15%
Agree 25%
Somewhat agree 35%
disagree
A 15%
Strongly
c Disagree 10%
Total
c 10%
39
Percent of employees
Strongly agree Agree Somewhat agree disagree Strongly Disagree
10% 15%
15%
25%
35%
Percent of employees
Strongly agree 15%
Agree 10%
Somewhat agree 35%
Strongly disagree 20%
Disagree 20%
Total 100%
40
Percent of employees
Strongly agree Agree Somewhat agree Strongly disagree Disagree
20% 15%
10%
20%
35%
Analysis : according to the table 15% employees strongly agree , 10% agree ,
35% somewhat agree , 15% strongly disagree, 20% disagree to the same .
Percent of employees
Strongly agree 10%
agree 15%
Somewhat agree 30%
disagree 25%
Strongly Disagree 20%
total 100%
41
Percent of employees
Strongly agree agree Somewhat agree disagree Strongly Disagree
10%
20%
15%
25%
30%
Percent of employees
Strongly Agree 23%
Agree 12%
Somewhat agree 53%
Disagree 12%
Strongly Disagree 0%
Total 10%
42
Percent of employees
Strongly Agree Agree Somewhat agree Disagree Strongly Disagree
0%
12%
23%
12%
53%
12. complaints and grievance are being taken care off often.
Percent of employees
Strongly Agree 35
Agree 15
Somewhat agree 25
Disagree 17
Strongly disagree 13
Total 100%
43
Percent of employees
Strongly Agree agree Somewhat agree Disagree Strongly disagree
13%
33%
16%
24% 14%
Ananlysis : 33% employee strongly think complaints are being care taken off,
14% agree , 24% somewhat agree , 16% disagree , 10% strongly agree
Percent of employees
Strongly disagree 45%
Agree 15%
Somewhat agree 20%
Disagree 14%
Strongly Disagree 6%
Total 100%
44
Percent of employees
Strongly disagree Agree Somewhat agree
Disagree Strongly Disagree
6%
14%
45%
20%
15%
Percent of employees
agree 40%
Strongly agree 23%
Somewhat agree 17%
disagree 10%
Strongly disagree 10%
Total 100%
45
Percent of employees
agree Strongly agree Somewhat agree disagree Strongly disagree
10%
10%
40%
17%
23%
Percent of employees
Strongly agree 20%
agree 26%
Somewhat agree 14%
Disagree 25%
Strongly disagree 15%
Total 100%
46
Percent of employees
Strongly agree agree Somewhat agree Disagree Strongly disagree
15% 20%
25%
26%
14%
Analysis : according to data 20% strongly agree, 26% agree , 14% somewhat
agree, 25% disagree , 15% strongly disagreewhich reflects that maximum
employee agree to the statement.
Percent of employees
Strongly Agree 32%
agree 42%
Somewhat agree 26%
Disagree 0%
Strongly disagree 0%
Total 100%
47
Percent of employees
Strongly Agree agree Somewhat agree Disagree Strongly disagree
0% 0%
26% 32%
42%
performance appraisal
Percent of employees
Strongly Agree 55%
Agree 15%
Somewhat agree 30%
disagree 0%
Strongly disagree 0%
Total 100%
48
Percent of employees
Strongly Agree Agree Somewhat agree disagree Strongly disagree
0% 0%
30%
55%
15%
Percent of employees
Strongly Agree 45%
Agree 15%
Somewhat agree 15%
Disagree 20%
Strongly disagree 5%
Total 100%
Percent of employees
Strongly Agree Agree Somewhat agree Disagree Strongly disagree
5%
20%
45%
15%
15%
49
Ananlysis : according to the table 45% strongly agree, 15% agree,
15% somewhat agree, 20% strongly disagree,5% agree.
Percent of employees
Strongly agree 60%
Agree 15%
Somewhat agree 5%
disagree 20%
Strongly Disagree 0%
total 100%
Percent of employees
Strongly agree Agree Somewhat agree disagree Strongly Disagree
0%
20%
5%
15% 60%
analysis : according to the data 60% strongly agree, 15% agree, 5% somewhat
agree, 20% disagree. think supervisor discuss the appraisal feedback, 30%
agree, 25% have no opinion and 5% strongly disagree.
50
20. Performance appraisal system is needed in organization
Percent of employees
Strongly agree 25%
agree 20%
Somewhat agree 40%
disagree 15%
Strongly Disagree 0%
total 100%
_
Percent of employees
Strongly agree agree Somewhat agree Strongly disagree Disagree
0%
15%
25%
40% 20%
Analysis :
51
FINDINGS :
52
SUGGESTIONS & RECOMMENDATIONS
53
BIBLIOGRAPHY
Websites:
www.thesocialocean.com
https://journals.sagepub.com/doi/abs/10.1177/031289620402900203
http://www.ijirst.org/articles/IJIRSTV2I11034.pdf
https://www.researchgate.net/publication/236247815_How_employee_perceptions_of_HR_p
olicy_and_practice_influence_discretionary_work_effort_and_co-
worker_assistance_Evidence_from_two_organizations
BOOKS:
II. HR practices
Dr. santosha pavani tammineni
ANNEXURES
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