Beruflich Dokumente
Kultur Dokumente
Submitted to:
Kurukshetra University,Kurukshetra
in partial fulfillment for the degree of
Master of Business Administration(2009-2011)
I, Shaveta, hereby declare that the work presented herein is genuine work done originally by me and has not
been published or submitted elsewhere for the requirement of a degree programme. Any literature, data or
works done by others and cited within this dissertation has been given due acknowledgement and listed in
the reference section.
Shaveta
Reg.no.-
Date:
ACKNOWLEDGEMENT
My immense faith and gratitude to the helping hands continue to grow unabated. The way they have borne
with me is a reason strong enough to extend my heartfelt thanks with immense regards to them.
I am gratified to Mr. Pankaj Malik (my external guide), to worthy director sir Dr. Rajkumar, to our head
of department Dr. Adarash Aggarwal & to Dr. Veera Kochhar (my training coordinator) for building
confidence in my abilities and giving me an opportunity to pursue this project This project would not have
been possible without their cooperation. I have tried to put in the best of my efforts to make the project quite
comprehensive, illustrative and informative.
I am not forgetting the contribution of all those people who gave me their valuable comments and
information regarding my project. I would like to thank all my friends to remain understanding and to help
me in my Research project.
Never to forget I would like to thank the ALMIGHTY for being with me all the time I was doing the project
and giving his blessings whenever I was in the need of it.
PREFACE
With the globalization & liberalization, business management has becomes so difficult and environment so
complex that nothing less than “The Best “can survive in this business world. So the business manager must
not only be acquainted with the latest management tools and techniques, but he should also know how to
implement them.
“Theory without practice is sterile; practice without theory is blind”. So no, doubt, class room is
important but at the same time, project is also an integral part of a future manager’s curriculum .It gives him
a chance to apply the concepts in real life situations.
All M.B.A students are required to undergo training report in 2nd semester. I have done my training under
Mr. PANKAJ MALIK. The project given to me that is “HR POLICIES AND PRACTICES IN SSM”. On
the Basis of the survey conducted, I have concluded the findings and recommended.
CONTENTS
TABLE NO.CHAPTERS
NAME OF THE TABLE PAGE NO PAGE NO.
1)Introduction to the Topic 1-6
1 I. Awareness
Meaning regarding policies 55
II. Characteristics
III. Types of policies
2 IV.
Information
HR Mission
56
V. Advantages
3 VI. Disadvantages
Necessity 57
2) Literature review 7-11
4 3) Introduction
Justification
to company 12-18 58
I. History
5 II. Good
Corporate for management
profile 59
III. Location
IV. Technical up gradation
6 V. Working environment
Achievements 60
VI. Group turnover
VII. Organizational setup
7 Satisfaction level 61
8 Motivation
HR policies of SSM 19-48 62
4) Objectives of Study 49-50
9 Smooth functioning 63
5)Research Methodology 51-53
12 Questionnaire
By colleagues 77-79 66
14 Want changes 68
15 Resistance 69
FIGURE NO. NAME OF THE FIGURE PAGE NO.
1 Awareness regarding policies 55
2 Information 56
3 Necessity 57
4 Justification 58
5 Good for management 59
6 Working environment 60
7 Satisfaction level 61
8 Motivation 62
9 Smooth functioning 63
10 Implementation 64
11 By seniors & subordinates 65
12 By colleagues 66
13 Change in the policy 67
14 Want changes 68
15 Resistance 69
CHAPTER:1
INTRODUCTION TO HR POLICIES
Human resource management policies are vital for organizations that are serious about resolving personnel
issues and to find HR solutions. HR policies provides HR advice, HR policy solutions, job description and
evaluation services while we understand the role of HR, we can, therefore provide our goal to organization
as HR specialist, the following:
Pre written HR policies which confirms that organization or company has consistent and well written legal
policies and procedures
A step by step job description written guide.
Professional and accurate job description writing services.
Professional and fair job description, evaluation services.
Professional and affordable HR advice.
ORIGINATED POLICIES- originated policies are generally given by top management to guide
departmental heads at various levels.
APPEALED POLICIES- such policies are the policies which were earlier not formulated to cover or to meet
the requirements. Such request usually comes from subordinates who fail to handle the cases based on
existing policies.
IMPOSED POLICIES- these are formed under pressure from external agencies such as government, trade
union etc.
GENERAL POLICIES- it represents the basic philosophy and priorities of the top management in
formulating the broad plan.
SPECIFIC POLICIES-these policies cover specific issues such as hiring, rewarding and bargaining.
WRITTEN OR IMPLIED POLICIES-implied policies are inferred from the behaviour of the members such
as dress code, politeness etc. Written policies on the other hand provide proper direction and explanation so
that there is very little room for misinterpretation.
ADVANTAGES:-
There are several advantages of personnel policies which are explained below:-
DELEGATION - it helps managers functioning at various levels to act with confidence without the need for
consulting superiors.
Policies are standing plans and bring about rigidity in operations. Many a time’s managers are showing
resistance to follow policy guidelines.
Policies do not cover all problems. Sometimes unforeseen situations arise which are not covered by the
existing policies.
At times conflict starts between implied and expressed policy statements especially on (services),
Employment matters.
Expressed policies grant freedom to managers as to what is to be done in a particular situation while some
managers may be liberal and may deviate.
In the backdrop of above hurdles it is necessary to look into the essentials of sound personnel policies.
Chapter:2
LITERATURE REVIEW
Depending on the circumstance of the deal--and the compensation policies of the merging companies--HR
may be called on to splice disparate payment plans into a program that fits the new organization, or HR may
have to discard the original plans and then create a program from scratch that complements the merged
entities. Either way, old and new employees will be concerned about what is happening with their pay, so
HR also must develop an effective communications plan to inform and reassure them.
The study confirms the importance of perceived cultural differences between managers at headquarters and
in the subsidiaries and highlights the presence of misperceptions based on overgeneralisations emanating
from the German headquarters as well as local subsidiaries. Convergence is confirmed on a HR policy level
with crossvergence taking place on a process level via regional platforms. The growing role of the subsidiary
HR director as a cultural translator and regional team player is found to be a key element in the transfer
process.
This paper evaluates the quality of human resource management (HRM) in Croatia because excellent human
resource (HR) policies, programs and activities enable enterprises to maximize their workforce productivity.
The research was conducted in enterprises with more than 200 employees. The value of HRM was assessed
using the HR audit approach. Fifty-five HR indicators were analyzed from the top 10 Croatian HR
enterprises to serve as benchmarks for the final sample of 80 enterprises. Results indicate Croatian
enterprises have deficient HR practices, on average. Independent sample t-tests showed 61.82% of HR
indicators were significantly better in the benchmark firms. Consequently, HRM in Croatia cannot be
considered solid ground for achieving competitiveness through people.
A great human resource strategy provides a compelling and convincing business case for aligning people and
organization with business strategy. It commands the attention of management and builds the necessary
commitment for required resources and support for implementation. Great strategies create dissatisfaction
with the current state (pain or opportunity) and build an acute sense of urgency and readiness to change.
Gender –a Missing Dimension in Human Resource Policy & Planning for Health
Reforms by Hilary Standing
Meeting the health needs of women as major users and potential beneficiaries of health services is a key
international concern. This article argues that in order to do this, attention must also be paid to both equal
opportunities and efficiency issues in the health sector workforce, given the highly gender segregated nature
of occupations in the health sector and the potential for both gender inequity and inefficiency in the use of
human resources which this poses. Taking gender seriously in HRPP entails developing appropriate
methodologies for data collection, monitoring and evaluation.
Learning, Not Litigating: Managing Employee Development And Avoiding Claims Of
Age Discrimination. Maurer,T.& Rafuse,N. (2001).
This article offers suggestions to avoid age discrimination in training and development. Two perspectives are
examined. First, a lack of training can be detrimental to older workers. Second, the legal perspective, that a
lack of training opportunities may be discriminatory. Some suggestions for avoiding discrimination in
training and development are offered including: Culture and policies; decisions about training and
development opportunities; supervisors and developmental relationships; and training managers on
stereotypes.
Business organizations have waked up to the need for being committed towards Corporate Social
Responsibility. But still majority have just been taking up some form of philanthropic activities for its
stakeholders. Nurturing a strong corporate culture which emphasizes Corporate Social Responsibility (CSR)
values and competencies is required to achieve the synergistic benefits. The employees of an organization
occupy a central place in developing such a culture which underlines CSR values and competencies.
Strategies For Developing Women Managers: How Well Do The Fulfil Their
Objectives'
Lewis, A. & Fagenson, E. (1995)
This article highlights the advantages and disadvantages a number of training programs types. Women
training programs, Management training for men and women Mentoring Program. The researchers conclude
that women should not be segregated from men when attending training programs.
CHAPTER:4
OBJECTIVES
The project lookout for overall review of the organization and to know how much the employees are aware
about the policies, referring the general staff of both the managerial and non-managerial level of employees.
To study the HR policies being followed in sugar mill and its major objectives are:
To study the awareness level of employees regarding policies in sugar mill.
To check the satisfaction level of employees about the policies.
To check the application level of policies in organization.
The project is based on my experience and frequent interaction with the employees in SSM
RESEARCH METHODOLOGY
TOOLS OF INVESTIGATION
The study is conducted with pre-structured questionnaire (appendix-1). To facilitate answering, the questions
are developed in simple words, to convey the real and full meaning.The questionnaire was also pre-tested to
see whether the respondents would face any difficulty in understanding and answering the questions.
DATA COLLECTION
The questionnaires were directly given to the respondents. The instructions were clearly given on the
questionnaire to facilitate easy and accurate responses but in order to avoid biasness in the responses; the
purpose of the study was not disclosed. The respondents were assured that the record would be kept
confidential. Whenever they faced any difficulty in understanding any item the meaning was readily
explained without biasing their responses.
It was made sure, in this study, that the data collected through questionnaires were complete in all respects.
RESEARCH METHODOLOGY:
TYPE OF RESEARCH : DESCRIPTIVE RESEARCH
SOURCE OF DATA : PRIMARY AND SECONDARY DATA
PRIMARYDATA : QUESTIONNAIRES
SECONDARYDATA : DATA OF THE FACTORY AND
FROM INTERNET
• SAMPLING FRAMEWORK:
SAMPLING UNIT : EMPLOYEES OF COMPANY
SAMPLING METHOD : NON PROBABILITY SAMPLING
SAMPLING TECHNIQUE : CONVENIENCE SAMPLING
SAMPLE SIZE : 50
CHAPTER:6
DATA INTERPRETATION
AND
ANALYSIS
OBJECTIVE 1: To study the awareness level of employees regarding policies in sugar
mill.
yes no
Recruitment policy 47 3
Training policy 49 1
Appraisals and Increments 47 3
Separation policy 45 5
60
40
20
0
yes
no
Figure 1
INTERPRETATION: 94% of the employees were aware about the recruitment policy,
98% were aware about the training policy, 94% were aware about the appraisal and increment
policy and 94% of the employees were aware about the separation policy
Q2.How you got the information about these HR policies?
Table 2
Colleagues 4
NOTICES 21
Superior 11
HRD 14
Chart Title
Colleagues
NOTICES
Superior
HRD
Figure 2
Interpretation: Out of 50, 4 got the information through colleagues, 21 through notices, 11 through
superiors and 14 through human resource development department.
Q.3 Is there a necessity for the org. to have policies?
Table 3
31 17 2 0 0
VERY MUCH
MUCH
AVERAGE
NEUTRAL
LESS
Figure 3
INTERPRETATION: 31employees feels that there is very much necessity to have policies in the
organization, 17 feels that there is much necessity and 2 feels that there is average necessity of policies in the
organization.
Q.4 Are these all policies justified by nature?
Table 4
YES NO
39 11
40
35
30
25
20 policies justified by
nature
15
10
5
0
YES NO
12
Figure 4
INTERPRETATION: 39 employees feels that these policies are justified by nature and 11 feels that these
policies are not justified by nature.
Q. 5 According to you are these policies and practices good for management?
Table 5
25
20
0
VERY MUCH MUCH AVERAGE NEUTRAL LESS
Figure 5
INTERPRETATION: 25 employees feels that these policies are very good for management, 15 feels good
for management, 7 feels neither nor bad for management and 3 gave no response.
Q.6 Is the working environment of the organization good for health?
Table 6
25
20
15
working environment of the
organization good for health
10
0
VERY MUCH MUCH AVERAGE NEUTRAL LESS
Figure 6
INTERPRETATION: 6 employees feels working environment of the organization is very much good for
health, 23 feels much good for health, 17 feels average good and 4 feels its not good.
OBJECTIVE 2 : To check the satisfaction level of employees about the policies.
Q7. Are you satisfied with the following hr policies?
Table 7
100
80
60
40 SEPARATION POLICY
20 APPRAISALS AND
INCREMENTS
0
RECRUITMENT POLICY
TRAINING POLICY
Figure 7
Table 8
VERY
MUCH
MUCH
AVERAGE
NEURTAL
LESS
Figure 8
INTERPRETATION: 2 employees feels that organization working environment very much helps in
increasing the morale, 27 employees feels that organization working environment much helps in increasing
the morale, 15 employees feels it neither much nor less helps in increasing the morale, 1 had given no
response and 5 employees feels that organization working environment does not helps in increasing the
morale
Q.9 How much these policies are responsible for the smooth functioning of the organization?
Table 9
Figure 9
INTERPRETATION: 10 employees feels these policies are very much responsible for the smooth
functioning of the organization, 21 employees feels these policies are much responsible for the smooth
functioning, 15 employees feels these policies are average, 3 have given no response and 1 is against.
OBJECTIVE 3 : To check the implementation level of policies in organization.
Table 10
Figure 10
INTERPRETATION: 23 employees said that these policies are very much implemented in the
organization, 17 said that these policies are much implemented,7 said that these policies are neither much
nor less implemented, 2 had given no comment and 1 said that these policies are less implemented.
Q.11 How much your seniors and subordinates follow these policies?
Table 11
35
30
25
20
15
10
5
0
VERY MUCH MUCH AVERAGE NEUTRAL LESS
Figure 11
INTERPRETATION: 15 employees said that their seniors and subordinates very much follow these
policies, 30 employees said that their seniors and subordinates much follow these policies, 4 said neither
much nor less and 1 said they follow less.
Q.12How much your colleagues follows these policies?
Table 12
1 15 17 15 2
18
16
14
12
10
8
6
4
2
0
VERY MUCH MUCH AVERAGE NEUTRAL LESS
Figure 12
INTERPRETATION: 15 said much of their colleagues follow all the policies, 17 said neither more nor
less, 15 gave no comments and 2 said they follow less.
Q.13How often these policies are changed in the org.?
Table 13
30
25
20
15
CHANGE IN THE
10 POLICIES
5
0
H H
AG
E AL SS
UC UC R LE
YM
M VE
R
EUT
R A N
VE
Figure 13
INTERPRETATION: 3 said very much these polices of the organisation changes, 5 said much these
polices changes , 11 said neither more nor less these polices changes , 2 had given no response and 29 said
rarely these polices of the organisation changes.
Q.14Do you want any changes in these policies?
Table 14
YES NO
27 23
30
25
20
0
YES NO
Figure 14
INTERPRETATION: 27 employees want changes in the organisation policies and 23 of them don’t want
changes.
Q.15 How much resistance do you feel in following the new policy?
Table 15
30
25
20
15
10 resistance do you feel in
following the new policy
5
0
H H GE AL SS
UC UC A R LE
M M E R UT
RY AV NE
VE
Figure 15
INTERPRETATION : 1 said much resistance feels for the new policy, 17 said average resistance they
feels , 11 gave no response and 21 said very less resistance feels for the new policy.
CHAPER:7
FINDINGS, SUGGESTIONS
AND
CONCLUSIONS
FINDINGS:
95% of the employees were aware about the HR policies and facilities being provided by the company
are found to be good.
Majority of the employees were satisfied with the HR policies.
HR POLICIES are well implemented in the factory by the employees.
So almost all of the respondents said that Quality of work life effects their personal and professional
attitude. It encourage them to perform their duty with interest and dedication.
There is a harmonious relationship among employees in sugar mill.
A majority of employees were agreed with the statement that they are asked for suggestions by their
employers.
There was found to be a timely well-structured and well-administered organizational culture in SSM
Suggestions:
Most of the employees over there was experienced staff and all are of the age around 40 or more. So there is
less opportunity for the young talent in the organization.
More focus is required on Grievance redressal programme.
Team spirit should be maintained and required to be boost up with positive thinking.
Welfare activities are lacking in few areas like recreational facilities should be introduced for the extra
development of personal relation among employees and an interaction between employees of different
departments.
Trainings and development program should be focused and conducted more seriously to increase the
productivity.
The criteria for the performance appraisal should be conveyed to the employee’s .so that they can get the
chance for career development.
Time schedule during the season is very hectic for employees. But it is liked by majority of workers, because
of extra earning opportunity in the season time. At the same time it is not liked by Executive and above
categories. Therefore an improvement is required in this regard so that a balanced combination of employees
can work in a team during the season.
REFERENCES:
Ashwathappa K,”Human Resource & personnel management”, Tata Mcgraw Hill, Third edition, 2002,
NewDelhi, PP 82.
Budhwar Pawan S, ”Determination of HRM policies & practices in India ”An empirical study, ”Global
Business Review, vol.1, no.2, 2000, pp 229
Chhabra T.N,”Human Resource management concept & issue”, Dhanpat Rai, Third edition, 2002,NewDelhi,
PP 193.
Dessler Gary,”Human Resource Management”, Pearson education,eighth edition, 2000, Singapore, pp321.
Decenzo A. David & Robbins, P.Stephen, ”Personnel Human Resource Management, Prentice Hall
India,Thirdedition,2003,NewDelhi,PP-425
Gupta C.B,” Human Resource management”, Sultan Chand & Sons,Sixth edition,2003,NewDelhi,PP-352
J Kain, V.K Singhal.KC, Singh UC,”HRD climate in Indian industry”, Productivity, vol.49, no 10, 2003, pp-
628
Rao P Subba,”Essentials of Human Resource management and Industrial Relations”, Himalaya Publishing
House, Second edition, 1999, Mumbai, PP105
Sharma S., Sharma J. and Devi A. - Corporate Social Responsibility: The Key Role of Human Resource
Management Business Intelligence Journal - January, 2009 Vol.2 No.1
HRM as a significant factor for achieving competitiveness through people: the Croatian case.(human
resource management) ,August 01, 2008 , Vokic, Nina Poloski;
Article: Merging compensation strategies: HR's efforts to integrate compensation strategies and practices are
a key component of successful mergers and acquisitions..
Gender – a Missing Dimension in Human Resource Policy And Planning for Health Reforms
Hilary Standing,Fellow, Institute of Development Studies, University of Sussex, Brighton BN1 9RE, UK
and Consultant, Health Sector Reform Programme, Liverpool School of Tropical Medicine
Pay Equity - 20 years of change and continuity, by Gillian Whitehouse, School of Political Science &
International Studies, University of Queensland
http://www.hreoc.gov.au/sex_discrimination/20thanniversary/ women_work_equity/
speeches/whitehouse.html
Personnel Details:
NAME :
……………………………………………………………………………
DESIGNATION:
….………………………………………………………………...
AGE :
………………………………………………………………………..
DEPARTMENT:
….....…………………………………………………………….
TENURE:
……………………………………………………………………….
QUALIFICATION:
………………………………………………………………
yes no
Recruitment policy
Training policy
Appraisals and Increments
Separation policy
Q2.How you got the information about these HR policies?
Colleagues
NOTICES
Superior
HRD
Q. 5 According to you are these policies and practices good for management?
a) VERY MUCH
b) MUCH
c) AVERAGE
d) NEUTRAL
e) LESS
Q.8 How much the working environment of the org. helpful in increasing your morale?
a) VERY MUCH
b) MUCH
c) AVERAGE
d) NEUTRAL
e) LESS
Q.9 How much these policies are responsible for the smooth functioning of the organization?
a) VERY MUCH
b) MUCH
c) AVERAGE
d) NEUTRAL
e) LESS
Q.15 How much resistance do you feel in following the new policy?
a) VERY MUCH
b) MUCH
c) AVERAGE
d) NEUTRAL
e) LESS