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A

SUMMER TRAINING REPORT


on

“HR POLICIES AND PRACTICES”


IN
SARASWATI SUGAR MILLS LTD

Submitted to:
Kurukshetra University,Kurukshetra
in partial fulfillment for the degree of
Master of Business Administration(2009-2011)

Under the guidance of: Submitted by:


Mr. Pankaj Malik Shaveta Bhatia
(Vice president,HR) Roll no:
SSM MBA(Final)

MAHARAJA AGRASEN INSTITUTE OF MANAGEMENT & TECHNOLOGY


( ISO 9001-2008), JAGADHRI -135003 ( YAMUNANAGAR),
Approved by AICTE and HRD Ministry, affiliated to Kurukshetra University, Kurukshetra
DECLARATION

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

10 6) Data Interpretation and Analysis


Implementation 54-69 64
7)Findings, Suggestions& Conclusion 70-73
11 By seniors & subordinates 65
Bibliography 74-76

12 Questionnaire
By colleagues 77-79 66

13 Change in the policy 67

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.

I. DEFINITION OF PERSONNEL POLICY:-Policy is an understanding by members of a group that


initiates the actions of each member of the group in a given situation more predictable to other members. A
policy is a guide for making decisions. If a decision provides help for decisions in other situations, it is said
to be a policy decision, because it sets an example and provides some guide for decision making in future.
Personnel policies guide action. They offer the general standards based on which decisions are reached. The
HR policies serve as a road map for managers on various issues such as recruitment, selection, promotion
and compensation.

II. CHARACTERISTICS OF A SOUND PERSONNEL POLICY:-


 It is related to personnel objectives of the company and is explained to all.
 It is a gist of previous experience in form of guidelines that help managers in decision making process. It
serves as a standing plan which can be used repeatedly for solving problems of recurring nature.
 It prescribes limits and yardsticks for future actions.
 It is an important management tool that helps management to transfer some decision making to lower levels
of organization.
 It is reasonable and capable of being accomplished.
 It helps in achieving the co ordination of organizational members and provides more accurate prediction
about the actions and decisions of others.
 It should be just fair and equitable to internal and external groups.

TYPES OF PERSONNEL POLICIES:-


The personnel policies can be classified into following depending upon their sources i.e. Originated,
Appealed, Imposed, General or Specific, Written or Implied.

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.

 UNIFORMITY- taking decisions in issues by people at different levels


become uniform and therefore the actions of people become more consistent in a given situation.
 BETTER CONTROL- the personnel policies specify the relationship shared between employees and
management as such they allow members towards achievement of organizational objectives. Therefore, little
friction and very less conflict and thus better control automatically pave way for smooth functioning.
 STANDARDS OF EFFICIENCY- policies also serve the purpose to know the standards in execution of
policies at work. It provides opportunity to management to see whether their policies have been translated in
action by various groups in view of the level of performance the existing policies can be modified, if
required.
 CONFIDENCE- travelling through actions in terms of policies makes the employee to understand their
position as to where they stand. Their success through performance brings confidence in them which also
avoids misinterpretation and friction
 SPEEDY DECISIONS- policies after execution can speed up decisions.
 COORDINATING DEVICES- personnel policies help in achieving coordination with other departments if
they are practicing the same policy. They can predict more accurately the actions and decisions of others.
LIMITATIONS/HURDLES IN EXECUTION OF PERSONNEL POLICIES:-

The factors which create hurdles in implementation of personnel policies are:

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.

Personnel policies demand constant revision, modification to suit to changing situations.

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

Merging compensation strategies: HR's efforts to integrate compensation strategies and


practices are a key component of successful mergers and acquisitions.

Wells, Susan J. (2004)

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.

Cultural differences influencing German HR policies in Asia

Wolfgang Stehle, Ronel Erwee(2007)

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.

Access to Family-Friendly Work Practices: Differences Within and Between Australian


Workplaces. 
Gray, M. & Tudball , J. (2002).
Examines four work practices used by Australian organizations: Hours flexibility, access to a telephone for
family reasons, permanent part-time employment, and leave to care for sick family member.  These practices
are accessed in terms of employees’ access to and use of these family-friendly work arrangements.
HRM as a significant factor for achieving competitiveness through people: the Croatian
case.(human resource management)

Vokic, Nina Poloski( 2008 )

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.

What Makes a Great Human Resource Strategy?

Human Resource Planning (1999 )

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.

CORPORATE SOCIAL RESPONSIBILITY: THE KEY ROLE OF HUMAN RESOURCE


MANAGEMENT. Suparn Sharma , Joity Sharma , Arti Devi

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.

What difference does ("good") HRM make?


James Buchan
The challenge for researchers and policy analysts in the health sector is to bridge the current knowledge gap
– between what we know from the general evidence base on HRM inputs and performance, and what we
know from the health-specific evidence base focusing on sector-specific outcome measures.Finally, it should
be noted that defining the "best practice" evidence base is one thing, but translating this into widespread
application of the appropriate bundle of HRM interventions is another. This highlights an important issue for
any sector wishing to improve HRM practice: deciding how best to disseminate good practice in HRM is as
important as determining how to identify and evaluate it

Identifying Good Practice in Flexible Working


Creagh, M. & Brewster, C. (1998)
Presents three case studies from Italy, Sweden and the UK on flexible work practices. The advantages
and disadvantages for both employers and employees are discussed with reference to the case studies.
A good benchmarking opportunity.  The paper concludes that flexible work practices can deliver
positive outcomes when some simple steps are followed.
Diversity Practices: Learning Responses for Modern Organizations.
Allen, R., Dawson, G., Wheatley, K. & White, C. (2004).
Outlines how the use of basic management functions to identify diversity issues so managers can better
serve their organizations. These basic functions outlined include: Planning, Organizing, Staffing,
Directing and Controlling.
 
Policies and Practices to Encourage Women Returners
Davey, C.L. & Davidson M.J. (1994)
This paper describes the results of a very practical research study that interviewed 16 women in depth
as well as analysed completed questionnaires by a further 160 women who had taken maternity leave
from one institution over an 8 year period.  It is not an Australian study but results offer an insight into
who returns to work, what provisions and opportunities encourage women to return and the benefits to
the organization in providing these provisions.

Article: Benchmarking industry practices in sales HR in India.(Communication)


(human resource)
Sanjay Kumar; G., Sindhu (2010)
Benchmarking encourages organizations to carry out self-analysis to find out the most efficient way to
attain competitive position by monitoring the best practices of the industry. It is perceived as a
continuous process of measuring products, services, and practices against the toughest competitors or
those companies recognized as industry leaders (Camp 1989).

Promotion Decisions As A Diversity Practice.


Ruderman, M.N. & Ohlott P.J. (1995)
This paper provides information on the means to investigate and challenge existing promotion norms
within organizations.  It offers a case analysis of promotion decisions in one organization.  A great
benchmarking tool!  In this case there were some differential trends in the accounts of promotions of
men and women. 

Preventing Workplace Harassment: An Organisational Change Perspective


Deadrick, D., McAfee, B. & Champagne, P. (1996)
This article describes an approach on how an organization can use organizational change strategies to
implement a change program in workplace to alter the culture concerning harassment. The change
model includes: Problem recognition; Employee learning and development; and Evaluation of change
effectiveness. The end result should be a workplace where the culture is one of mutual respect.

Flexibility Proves Profitable for Large Firms.


Carlson, L. (2005)
Presents a brief case study about how Chubb Corp implemented workplace flexibility. Chubb Corp
was initially sceptical about the benefits of flexibility. However, the pilot program proved to be very
successful with significant improvements in productivity and work quality. Tips for implementing
workplace flexibility successfully are also presented.

Is Diversity Divisive' A Positive Training Approach.


Bagshaw, M.(2004).
A case study of the London Fire Brigade is outlined demonstrating the benefits of learning how to
manage diversity in the workplace effectively. A brief outline of the diversity training program is
presented. The main focus of the program was to development communication skills.

Pay Equity - 20 years of change and continuity


Gillian Whitehouse
The story of pay equity in Australia is usually told in terms of the influence of wage setting
institutions, and illustrated by the dramatic narrowing of the gender pay gap that occurred over the
1970s. The fate of pay equity since the 1980s has received much less attention, and indeed there has
been more continuity than change over the past 20 years. This paper looks at the resilience of the
ongoing gender pay gap as a reminder of the multiple and complex causes of gender pay inequality,
and the need for a multi-faceted strategy to achieve further improvement.

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.

Confronting Discrimination in Your Workplace


Hemphill, H. & Haines, R. (1998)
This interesting paper recognizes the high stake business issues of avoiding and managing offences of
discrimination and harassment.  It offers a simple three step approach for taking on the challenge to confront
discrimination in the workplace while acknowledging the complex effort required to for its implementation. 
It offers reasons why diversity training may not provide the solution.

CHAPTER:4

OBJECTIVES

OBJECTIVE OF THE STUDY:

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

NEED OF THE STUDY:


Industrial progress is an outcome of mainly of the human and physical resources of the production.
Sufficient progress has been made in the sphere of physical input such as capital and technology. Despite
rapid development in technology the desired level of economic development and social welfare are yet to be
achieved! One of the main causes of failure has been underutilization of human resources in the country.
Unfortunately the rate of progress in our country has not been commensurate with our potential on account
of lack of appropriate work culture. Employer and employed are still looked upon as adversaries rather than
as partners. In the joined endeavors frequent strikes, lockouts and other forms of industrial unrest are
symptoms of prevailing environment in industry.
In this project the main purpose of the study was to have a thorough understanding of the theoretical
concept and their practical application by being placed in the actual work environment
To understand their relevance and find the extent to which they are actually being applied in the work
situation; to have an in-depth knowledge of the function of the organization through actual work experience.

LIMITATIONS OF THE STUDY:


My project being based on the primary data, I have undergone a session of interaction through questionnaire with both
the managerial and non-managerial group of employees as per the requirement of my project.
Now, while undergoing the interview process I found certain constraints existing thereby in SSM:
 Hiding of some true facts by the respondents due to fear of the management.
 Some of the responses given by the respondents vague i.e. not legible and clear.
 Few of them showed disinterest as they all have a notion that such an investigation is futile and that they will gain no
benefit from it.
 Few of them remained quiet when asked about what suggestions they would like to give for future developments and
success of SSM.
CHAPTER:5

RESEARCH METHODOLOGY

METHODOLOGY OF THE STUDY:


The basic purpose of research is to find out solutions to certain questions by making use of scientific and
systematic techniques. Before finding an appropriate solution to a problem, the researcher has to decide the
way in which he wants to proceed (work) in future.
This refers to the development of a proper Research Design. Research Design is concerned with the methods
and ways in which the investigator manages the situation to study the selected problem.
Research in common parlance refers to a search for knowledge. The Advanced Learners Dictionary of
Current English lays down the meaning of research as a careful investigation or inquiry especially through
search for new facts in any branch of knowledge.
―A Research Design is the plan and structure of investigation so conceived as to obtain answers to research
questions. The plan is the overall scheme or program of the research. It includes an outline of what the
investigator will do from writing hypotheses and their operational implications to the final analysis of data.
A structure is the framework, organization, or configurations of the relations among variables of a study. A
research design expresses both the structure of the research problem and the plan of investigation used to
obtain empirical evidence on relations of the problem‖ (Fred N. Kerlinger). Simply stated, research design is
a process of deliberate applications of research methods directed towards bringing an expected situation
under control.
SAMPLE SIZE
Sampling is an essential technique in the field of research, ―Probably no concept is as fundamental to
conduct research and interpretation of its results as is sampling. Determining the size of the sample and its
method of selection plays a pivot role in a sample survey. The sample must be the representative of the
various strata of the population to yield reliable results. It is, for the purpose of this study, decided to select a
sample of 20 respondents from SARASWATI SUGAR MILL. For the purpose of selection of respondents,
Simple random sampling technique is used.
SOURCES OF DATA
Present study is mainly based on the primary data. Primary data is collected with the help of survey
(questionnaire) of 50 respondents from SARASWATI SUGAR MILL, YAMUNANAGAR.

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.

Q1. Are you aware about the following HR policies of SSM?


Table 1

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

VERY MUCH MUCH AVERAGE NEUTRAL LESS

31 17 2 0 0

necessity for the org. to have policies

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

VERY MUCH MUCH AVERAG NEUTRAL LESS


E
25 15 7 3 0

25

20

15 Are these policies and


procedures good for
management
10

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

VERY MUCH AVERAG NEUTRAL LESS


MUCH E
6 23 17 0 4

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

HIGHLY SATISFI NEITHER DISSATISFI NO


SATISFI ED SATISFIED ED COMMEN
ED NOR TS
DISSATISFI
ED
TRAINING 9 19 16 4 2
POLICY
RECRUITME 11 20 11 3 5
NT
POLICY
APPRAISALS 15 22 7 3 3
AND
INCREMENT
S
SEPARATIO 9 27 7 2 5
N
POLICIES

100
80
60
40 SEPARATION POLICY
20 APPRAISALS AND
INCREMENTS
0
RECRUITMENT POLICY
TRAINING POLICY

Figure 7

INTERPRETATION: 90% of the employees were satisfied with the policies.


Q.8 How much the working environment of the org. helpful in increasing your morale?

Table 8

VERY MUCH MUCH AVERAGE NEURTAL LESS


2 27 15 1 5

the working environment of the org. helpful in


increasing your morale

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

VERY MUCH MUCH AVERAG NEUTRAL LESS


E
10 21 15 3 1

policies are responsible for the smooth functioning of the


organization
VERY MUCH
MUCH
AVERAGE
NEUTRAL
LESS

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.

Q.10How much these policies are implemented in your organization?

Table 10

VERY MUCH AVERAGE NEUTRAL LESS


MUCH
23 17 7 2 1

implementation level of HR policies in the


organization

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

VERY MUCH AVERAGE NEUTRAL LESS


MUCH
15 30 4 1 0

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

VERY MUCH MUCH AVERAGE NEUTRAL LESS

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

VERY MUCH AVERAGE NEUTRAL LESS


MUCH
3 5 11 2 29

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

15 want any changes in


these policies
10

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

VERY MUCH MUCH AVERAGE NEUTRAL LESS


0 1 17 11 21

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.
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 Ashwathappa K,”Human Resource & personnel management”, Tata Mcgraw Hill, Third edition, 2002,
NewDelhi, PP 82.

 Bhattacharyya Deepak Kumar, ”Human Resource Planning”

 Excel Books, First edition, 2002, NewDelhi, PP 8

 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.

 Cooper,Schdindler,”Business Research Methods”,Tata Mcgraw Hill, Sixth edition,1999,NewDelhi.

 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

 Dudeja VD,”HRD”,Indian management,vol.40,no.2,2001,pp-20

 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
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House, Second edition, 1999, Mumbai, PP105

 Sharma S., Sharma J. and Devi A. - Corporate Social Responsibility: The Key Role of Human Resource
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 Conger, S. (2002). Career Development Journal, Vol. 7 No. 6, pp. 371-375.

 Cultural differences influencing German HR policies in Asia


Journal of Asia Business Studies, Fall, 2007 by Wolfgang Stehle, Ronel Erwee
12 Mar, 2010, 04.19AM IST, Mini Joseph Tejaswi & Sujit John,TNN
Queen Margaret University College, Edinburgh, United Kingdom

 HRM as a significant factor for achieving competitiveness through people: the Croatian case.(human
resource management) ,August 01, 2008 , Vokic, Nina Poloski;

 What Makes a Great Human Resource Strategy?


Article from: HR. Human Resource Planning ,January 1, 1999

 Article: Merging compensation strategies: HR's efforts to integrate compensation strategies and practices are
a key component of successful mergers and acquisitions..

Article from: HR Magazine ,May 1, 2004 .Wells, Susan J.

 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

 Age Discrimination and Training


Learning, Not Litigating: Managing Employee Development And Avoiding Claims Of Age
Discrimination.Maurer, T. & Rafuse, N. (2001). Academy of Management Executive, Vol. 15 No. 4, pp.
110-121.

 Flexible Work Arrangements


Identifying Good Practice in Flexible Working.
Creagh, M. & Brewster, C. (1998). Employee Relations, Vol. 20 No. 5, pp. 490-503.
 Access to Family-Friendly Work Practices: Differences Within and Between Australian Workplaces. Gray,
M. & Tudball, J. (2002). Family Matters, No. 61 Autumn, pp. 30-35.

 Diversity Practices: Learning Responses for Modern Organizations.


Allen, R., Dawson, G., Wheatley, K. & White, C. (2004). Development and Learning in Organizations, Vol.
18 No. 6, pp. 13-15.

 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

 Policies and Practices to Encourage Women Returners: A Case Study


Davey, C.L. & Davidson M.J. (1994). Women in Management Review, Vol. 9 No. 7, pp. 4-14.

 Article: Benchmarking industry practices in sales HR in India.(Communication)(human resource)


Article from: Indian Journal of Industrial Relations,July 1, 2010 , Sanjay Kumar; G., Sindhu

 Promotion Decisions As A Diversity Practice.


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QUESTIONNAIRE

Personnel Details:
NAME :
……………………………………………………………………………
DESIGNATION:
….………………………………………………………………...
AGE :
………………………………………………………………………..
DEPARTMENT:
….....…………………………………………………………….

TENURE:
……………………………………………………………………….

GENDER: MALE : FEMALE:

QUALIFICATION:
………………………………………………………………

MARITAL STATUS: MARRIED: UNMARRIED:

Q1. Are you aware about the following HR policies of SSM?

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.3 Is there a necessity for the org. to have policies?


a) VERY MUCH
b) MUCH
c) AVERAGE
d) NEUTRAL
e) LESS

Q.4 Are these all policies justified by nature?


a) YES
b) NO

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.6 Is the working environment of the organization good for health?


a) VERY MUCH
b) MUCH
c) AVERAGE
d) NEUTRAL
e) LESS
Q.7Are you satisfied with the following hr policies?

HIGHLY SATISFIED NEITHER DISSATISFIED NO


SATISFIED SATISFIED NOR COMMENTS
DISSATISFIED
TRAINING POLICY
RECRUITMENT
POLICY
APPRAISALS
AND
INCREMENTS
SEPARATION
POLICIES

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.10How much these policies are implemented in your organization?


a) VERY MUCH
b) MUCH
c) AVERAGE
d) NEUTRAL
e) LESS
Q.11 How much your seniors and subordinates follow these policies?
a) VERY MUCH
b) MUCH
c) AVERAGE
d) NEUTRAL
e) LESS

Q.12How much your colleagues follows these policies?


a) VERY MUCH
b) MUCH
c) AVERAGE
d) NEUTRAL
e) LESS

Q.13How often these policies are changed in the org.?


a) VERY MUCH
b) MUCH
c) AVERAGE
d) NEUTRAL
e) LESS

Q.14Do you want any changes in these policies?


a) YES
b) NO

Q.15 How much resistance do you feel in following the new policy?
a) VERY MUCH
b) MUCH
c) AVERAGE
d) NEUTRAL
e) LESS

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