A STUDY ON EMPLOYEE OPINION TOWARDS HR PRACTICES IN CHENNAI PETROLEUM CORPORATION LTD,CHENNAI.

Submitted in partial fulfillment of the requirement for the award of the degree of Master of the Business Administration of Madurai Kamaraj University By B.KARTHIKA (Reg No: 2K9MBA23) Under the guidance of

Mrs. R. ALAMELU, MBA, M.Phil

DEPARTMENT OF MANAGEMENT STUDIES FATIMA COLLEGE (AUTONOMOUS) (COLLEGE WITH POTENTIAL FOR EXCELLENCE) RE-ACCREDITED WITH A GRADE BY NAAC MARY LAND MADURAI-625018 JUNE - 2010

FATIMA COLLEGE (AUTONOMOUS) DEPARTMENT OF MANAGEMENT STUDIES MADURAI - 625 018. Certificate This is to certify that the project work entitled A STUDY ON EMPLOYEE OPINION TOWARDS HR PRACTICES IN CHENNAI PETROLEUM CORPORATION LTD,CHENNAI is a bonafide record of work done by B.KARTHIKA (2K9MBA 23). Submitted in partial fulfillment of the requirement for the degree of Master of Business Administration of Madurai Kamaraj University 2009-2011.

Faculty Guide

Head of the Department Department of Management studies

Submitted for the Viva-Voce Examination held on:

Cmpny certificate

B.KARTHIKA (2K9MBA23) FATIMA COLLEGE (AUTONOMOUS) DEPARTMENT OF MANAGEMENT STUDIES MADURAI - 625 018.

DECLARATION

I hereby declare that the project done under the title A STUDY ON EMPLOYEE OPINION TOWARDS HR PRACTICES IN CHENNAI PETROLEUM CORPORATION LTD,CHENNAI submitted for the award of the Degree of Master of Business Administration is my original work and that no part of this project has been submitted fully or partly for any other recognition earlier.

Signature of the Student

ACKNOWLEDGEMENT
First and foremost I would like to thank God almighty whose blessings made me to complete the project successfully. It is a great pleasure to acknowledge our sincere thanks to DR.Rev. Sr. Josphine Nirmala Mary, Principal, Fatima College, Madurai for giving this great opportunity. It is a great pleasure to acknowledge our sincere thanks to Sr. Celine Sahaya Mary, Vice Principal, Fatima College, Madurai for giving the opportunity to get practical knowledge about our theoretical studies. I also thank Mrs. P. Uma, Head of the Department for the successful completion of this training work. I indeed greatly thankful to our faculty guide Mrs. R.ALAMELU I thank her for guiding me to successfully complete the project. I express my sincere gratitude towards Mrs.S.Malathi Vijayalaxmi(Senior MgrTraining),Miss.K.Premalatha(Officer-Personnel) . I wish to express my gratitude to all the staff members in the Department of Management Studies for their encouragement for completing this project. Finally I thank my teachers, respondents, friends and parents who helped me in completing our project successfully.

Table Of Contents

S.NO. 1 2 3 5 6 7 8 9 10 11 12 13 14

TITLE Introduction About the Industry About the Company Need For the study Objectives &Scope of the study Limitations of the study Review of Literature Research Methodology Data Analysis&Interpretation Findings Suggestions Conclusion Appendix

PAGE NO 8 15 20 24 25 26 27 36 42 66 68 69 70

TABLE NO 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19

PAGE NO Age wise distribution 43 Gender wise distribution 44 Mariatal status of respondents 45 Educational Qualification of respondents 46 Department wise distribution 47 Classification of Nature of Job 48 Income Level of respondents 49 Year Of Experience wise distribution 50 Opinion towards Training&Development 51 Opinion towards Reward 52 Opinion towards Employee communication 53 Opinion towards Welfare 54 Opinion towards Industrial Relations 55 Opinion towards Organizational culture 56 Relationship between the respondents nature of job and 59 improvement of performance through reward Relationship between the respondents year of experience and 63 improvement of performance through training Relation Between Age And Employees Are Satisfied With 67 Benefits&Facilities Nature Of Job And Management Has A Positive Approach 68 Towards Trade Union Age with Adequate Training is provided to meet the job 71 requirements

LIST OF TABLES

CHAPTER-I Introduction

INTRODUCTION

HR Practices is the operative function of the personal management.The operative function of personal management are concerned with the activities specially dealing with procurement,development,compensating and maintaining an efficient work force.These function are also known as service function. Procurement Function:It is concerned with obtaining the proper kind and number of personnel necessary to accomplish an organization goals.It deals specially with subject such as the determination of manpower requirements,their recruitment,selection&placement,induction,follow-up,transfer,layoffs discharge&separation,etc.

1.TRAINING&DEVELOPMENT:
TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format. TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results TRAINING AND DEVELOPMENT OBJECTIVES The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the

organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

2.REWARD:
It is through the organization's reward system that good employees are attracted to the organization, decide to stay within the organization and then conciously decide to perform well. Employees perform at the level at which the organization rewards them. People continue to do what they have been rewarded for doing. This is a form of positive reinforcement. Yet managers must know what rewards mean the most to which employees in order to be the most effective. To give John a bigger office when he actually responds better to more money does not elicit the desired performance over the long run. An inappropriate reward has been offered. This mismatch of reward with the individual may have the same ultimate effect as giving no reward at all. Therefore, the astute manager must know each employee and what rewards will effectively motivate them. In addition, the manager must be constantly aware of the rewards available in the organization. To compensate for rewards not available, the manager must be creative and work within the boundaries of the organization to create a menu of rewards for staff members. The reward system should offer flexibility for maximum effectiveness. That is, rather than being hard and fast, the options of rewards should leave room for flexibility. Tailoring the reward to the individual goes a long way in motivating an employee. This could be termed customizing the rewards. This, then, heightens the importance of the reward to the individual and motivates better. Rewards should be given with certain frequency. An example of this is the annual salary review. Each employee being reviewed annually knows with certainty when to anticipate a reward -- that is, a raise. Understanding the frequency of the rewards gives a measure of trust to the system. It makes the employees feel more confident in believing their good performance will be adequately rewarded and will be done so on a timely basis.

The most effective reward system is visible. That is, all the employees understand the possible rewards which are available. This can be likened to a carnival game where prizes are displayed around the game area. How disappointing it is to succeed at the game and be handed a cheap plastic toy from beneath the counter. So, too, it is with staff members. They need to know what "prizes" they are striving for and that they are indeed available. The rewards should be ever visible. There should never be surprises pulled from beneath the counter.

3..EMPLOYEE COMMUNICATION:
The costs to the business of poor employee communication include:

increased employee turnover increased absenteeism dissatisfied customers from poor customer service higher product defect rates lack of focus on business objectives stifled innovation

Communication in your workplace should satisfy the three key employee needs before they can be engaged and highly productive. Each and every employee needs to: 1. Know that included here are facts about your organization and their specific job what business you are in, who your customers are, specific details about your product or service, where forms are located, who to see when there is a problem ... 2. Master that included here are the practical skills required to do their job well repairing a machine, filling out an invoice, designing a building, writing a software program ... 3. Feel that included here are the interactions that give them a sense of belonging and selfworth being listened to, respected, trusted, valued ... Managers predominantly concentrate on the first communication need know that and pay less attention to the second need to master skills. The third need feel that is what

makes employees distinctly human and what drives them to outstanding achievement in work and outside of work. And yet it is in this dimension that employee communications are most lacking. Our practical eBook, 2 Way Feedback, can help you develop a constructive communication culture in your workplace.

4.WELFARE:
Welfare or Welfare Work consists of actions or procedures especially on the part of governments and institutions striving to promote the basic well-being of individuals or the society. Welfare can take many forms in various countries or contexts. It may be organized for example by charities, informal social groups, by religious groups or by local or national governments or inter-governmental organizations such as the United Nations Welfare has a special meaning in politics, referring to financial aid for the poor. In Europe, welfare services tend to be regarded as universal, available to rich and poor alike, thus guaranteeing a minimal level of well being and social support for all citizens without the stigma of charity. This is termed "social solidarity". Welfare can take a variety of forms, such as monetary payments, subsidies and vouchers, health services, or housing. Welfare can be provided by governments, non-governmental organizations, or a combination of the two. Welfare schemes may be funded directly by governments, or in social insurance models, by the members of the welfare scheme. Welfare systems differ from country to country, but welfare is commonly provided to those who are unemployed, those with illness or disability, those of old age, those with dependent children and to veterans. A person's eligibility for welfare may also be constrained by means testing or other conditions. In a more general sense, welfare also means the well-being of individuals or a group, in other words their health, happiness, safety, prosperity, and fortunes. Welfare may be provided directly by governments or their agencies, by private organizations, or by a combination of both in a mixed economy model. The term welfare state is used to describe a state in which the government provides the majority of welfare services, or to describe those services collectively. Welfare may be funded by governments out of general revenue, typically by way of redistributive taxation. Social insurance type welfare schemes are funded on a contributory basis by the members of the scheme. Contributions may be pooled to fund the scheme as a whole, or reserved for the benefit of the particular member. Participation in such schemes is either compulsory or the program is subsidized sufficiently heavily that most eligible individuals choose to participate.

5.INDUSTRIAL RELATIONS:

Industrial relations is a multidisciplinary field that studies the employment relationship. Industrial relations is increasingly being called employment relations because of the importance of non-industrial employment relationships. Many outsiders also equate industrial relations to labour relations and believe that industrial relations only studies unionized employment situations, but this is an oversimplification Industrial relations has three faces: science building, problem solving, and ethical.In the science building face, industrial relations is part of the social sciences, and it seeks to understand the employment relationship and its institutions through highquality, rigorous research. In this vein, industrial relations scholarship intersects with scholarship in labor economics, industrial sociology, labor and social history, human resource management, political science, law, and other areas. In the problem solving face, industrial relations seeks to design policies and institutions to help the employment relationship work better. In the ethical face, industrial relations contains strong normative principles about workers and the employment relationship, especially the rejection of treating labor as a commodity in favor of seeing workers as human beings in democratic communities entitled to human rights."The term human relations refers to the whole field of relationship that exists because of the necessary collaboration of men and women in the employment process of modern industry."It is that part of management which is concerned with the management of enterprise -whether machine operator,skilled worker or manager.It deals with either the relationship between the state and employers and workers organisation or the relation between the occupational organisation themselves

6.ORGANIZATIONAL CULTURE:
Organizational culture is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization." This definition continues to explain organizational values, also called as "beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another." Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values. In such environments, strong cultures help firms operate like

well-oiled machines, cruising along with outstanding execution and perhaps minor tweaking of existing procedures here and there. Conversely, there is weak culture where there is little alignment with organizational values and control must be exercised through extensive procedures and bureaucracy.

Some Types of Culture

There are different types of culture just like there are different types of personality. Researcher Jeffrey Sonnenfeld identified the following four types of cultures.

Academy Culture:
Employees are highly skilled and tend to stay in the organization, while working their way up the ranks. The organization provides a stable environment in which employees can development and exercise their skills. Examples are universities, hospitals, large corporations, etc.

Baseball Team Culture

Employees are "free agents" who have highly prized skills. They are in high demand and can rather easily get jobs elsewhere. This type of culture exists in fast-paced, high-risk organizations, such as investment banking, advertising, etc.

Club Culture
The most important requirement for employees in this culture is to fit into the group. Usually employees start at the bottom and stay with the organization. The organization promotes from within and highly values seniority. Examples are the military, some law firms, etc.

Fortress Culture
Employees don't know if they'll be laid off or not. These organizations often undergo massive reorganization. There are many opportunities for those with timely, specialized skills. Examples are savings and loans, large car companies, etc.

INDUSTRY PROFILE

INDUSTRY PROFILE
The oil and gas industry has been instrumental in fuelling the rapid growth of the Indian economy.The petroleum and natural gas sector which includes

transportation,refining and marketing of petroleum products and gas constitutes over 15 per cent of the GDP,petroleum exports have also emerged as the single largest foreign exchange earner,accounting for 17.24 percent of the total exports in 2007-08.Growth continued in 2008-09 with the export of petroleum products touching US$ 23.63 billion during April-December 2008.In November 2008,the Cabinet Committee on Economic Affairs awarded 44 oil and gas exploration blocks under the seventh round of auction of the New Exploration Licensing Policy(NELP-VII).With NELP VIII,the overall number of blocks brought under exploration exceeded 200.The allocation brought in investments worth 12 2009 attracted over US$ 1.5billion.The eighth round of auction which ended on October 12 2009 attracted over US$1.34 billion in minimum investment. TOP 10 OIL COMPANIES IN INDIA: SI.NO 1 2 3 4 5 6 7 8 9 10 COMPANY Indian Oil Corporation ONGC Bharat Petroleum Reliance Petroleum Essar Oil Corporation Gas Authority of India ltd Hindustan Petroleum Corporation ltd Aban Oil India ltd Tata petrodyne

Evolution of Oil&gas Industry in India: At Independence,domestic oil production was 250,000 tones per annum. E&P was controlled by the NOCs,ONGC and OIL. 70s 80s Today Nearly 70% of the domestic requirement. Production declined,steadly increase in consumption. Two NOCs meet about 35%of domestic requirement.

Petroleum Sector Reforms,1990 4th-8th bidding between 1991-94 Indian companies permitted to bid. JV Exploration program in 1995 25% to 40% participating Interest

Foreign Companies Exploration in India since early 50s.

Indo Stanvac project-GOI and standard Vacuum oil company,West Bengal offshore,in early 50s

Carlsbons Natomas for Bengal offshore in early 70s Shell for kerala offshore and Chevronn-Texaco in Krishna-Godawari Offshore. Indian E&P Companies Except HOEC,riding piggyback on the foreign companies Reliance Petroleum Ltd. Joined with ONGC in bidding for exploration and development ventures in India and abroad Downstream companies IOC,GAIL entered upstream with ONGC and OIL Opening of the Oil/Gas Fields for Development by private Companies

The Indian oil/gas fields discovered by the two NOSc,were offered in 1992 under the First Offer. The second such offer was made in 1993. Development of Fields Cost intensive venture Contracts have upfront payments to be made to the NOCs for past costs as well as in the form of signature bonds. Companies are also required to make production bonus payments. 74 Exploration Contracts and 28 development Contracts are in operation. Major Players in India: IOCL: Indian Oil Corporation,or Indian Oil,is an Indian public-sector petroleum company. It is Indias largest commercial enterprise,ranking 105th on the Fortune Global 500 list in 2009. Indian Oil and its subsidiaries account for a 47% share in the petroleum products market,40% share in refining capacity and 67% downstream sector pipelines capacity in India. The Indian Oil Group of companies owns and operats 10 of Indias 19 refineries with a combined refining capacity of 60.2 million metric tons per year.

Group Companies of IOCL: IBP Ltd Chennai Petroleum Corporation Ltd. Bongaigaon Refinery&Petrochemicals Ltd. ONGC: Oil and Natural Gas Corporation Limited(ONGC)(incorporated on 23 June 1993)is an Indian public sector petroleum company. It is a Fortune Global 500 company ranked 152nd and contributes 77% of Indias crude oil production and 81% of Indias natural gas production. It is the highest profit making corporation in India. ONGC is one of Asias largest and most active companies involved in exploration and production of oil.

Group Companies of ONGC: 1. Mangalore Refinery&Petrochemicals Ltd. 2. OVAL BPCL: Bharat Petroleum Corporation Limited(BPCL) is one of Indias largest PSU companies,with Fortune Global 500 ranks of 287(2008) Its corporate office is located at Ballard Estate,Mumbai. As the name suggests,its interests are in downstream petroleum sector.It is involved in the refining and retailing of petroleum products. BPCL is often referred to as an MNC in PSU garb.It is considered a pioneer in marketing initiatives,and employs Best in Classpractices. Group Companies of BPCL: 1. Kochi Refineries Ltd. 2. Numaligarh Refineries Ltd.

HPCL: HPCL,a fortune 500 company,is one of the major integrated oil refining and marketing companies in India. It is a Mega Public Sector Undertaking (PSU)with Navaratna status.

HPCL accounts for abut 20% of the market share and about 10% of the nations refining capacity with two coastal refineries,one at Mumbai(West Coast)having a capacity of 6.5 Million Metric Tonnes Per Annum(MMTPA)AND THE OTHER IN Vishakapattnam(East coast)with a capacity of 7.5 MMTPA.

GLOBAL REFINING HUB: India is emerging as the global hub for oil refining with capital costs lower by 25 to 50 per cent over other Asian countries.Already,the fifth largest country in the world in terms of refining capacity,with a share of 3 per cent of the global capacity.India is likely to boost its refining capacity by 45 per cent or 65.3 mtpa(million tonne per annum)over the next years,according to a Deutsche Bank report.Indian companies plan to increase their refining capacity to 242 mtpa by 201112 from 149 mtpa in 2007.

COMPANY PROFILE

COMPANY PROFILE

Chennai Petroleum Corporation Limited (CPCL), formerly known as Madras Refineries Limited (MRL) was formed as a joint venture in 1965 between the Government of India (GOI), AMOCO and National Iranian Oil Company (NIOC) having a share holding in the ratio 74%: 13%: 13% respectively. Originally ,CPCL Refinery was set up with an installed capacity of 2.5 Million Tonnes Per Annum (MMTPA) in a record time of 27 months at a cost of Rs. 43 crore without any time or cost over run. In 1985, AMOCO disinvested in favour of GOI and the shareholding percentage of GOI and NIOC stood revised at 84.62% and 15.38% respectively. Later GOI disinvested 16.92% of the paid up capital in favour of Unit Trust of India, Mutual Funds, Insurance Companies and Banks on 19th May 1992, thereby reducing its holding to 67.7 %. The public issue of CPCL shares at a premium of Rs. 70 (Rs. 90 to FIIs) in 1994 was over subscribed to an extent of 38 times and added a large shareholder base. As a part of the restructuring steps taken up by the Government of India, IndianOil acquired equity from GOI in 2000-01. In July 2003, NIOC transferred their entire shareholding to Naftiran Intertrade Company Limited, an affiliate, in line with the Formation Agreement, as part of their organizational restructuring. Currently IOC holds 51.89% while NICO holds 15.40%. CPCL has two refineries with a combined refining capacity of 10.5 Million Tonnes Per Annum (MMTPA). The Manali Refinery has a capacity of 9.5 MMTPA and is one of the most complex refineries in India with Fuel, Lube, Wax and Petrochemical feedstocks production facilities. CPCL's second refinery is located at Cauvery Basin at Nagapattinam. This unit was set up in Nagapattinam with a capacity of 0.5 MMTPA in 1993 and later enhanced to 1.0 MMTPA. The main products of the company are LPG, Motor Spirit, Superior Kerosene, Aviation Turbine Fuel, High Speed Diesel, Naphtha, Bitumen, Lube Base Stocks, Paraffin Wax, Fuel Oil, Hexane and Petrochemical feed stocks. The Wax Plant at CPCL has an installed capacity of 30,000 tonnes per annum, which is designed to produce paraffin wax for manufacture of candle wax, waterproof formulations and match wax. A Propylene Plant with a capacity of 17,000 tonnes per annum was commissioned in 1988 to supply petrochemical feedstock to neighbourings downstream industries. The unit was revamped to enhance the propylene production capacity to 30,000 tonnes per annum in 2004. CPCL also supplies LABFS to a downstream unit for manufacture of Liner Alkyl Benzene. The crude throughput for the year 2008-09 was 10.12 million metric tonnes (MMT). The companys turnover for the year 2008-09 was Rs 36489.67 crores and the Profit after Tax was (Rs.397.28 crores). The Company has not declared any dividend for the year 2008-09 in view of the net loss incurred during the financial year. VISION

Chennai Petroleum Corporation will be a world class Energy company, well respected and consistently profitable, with a dominant presence in South India.
MISSION

To maximize profit through the manufacturing and supply of petroleum products and other related business in a reliable, ethical and socially responsible manner. OBJECTIVES At CPCL, surpassing our own standards of excellence has been a consistently occurring phenomenon. A humble journey started with a refining capacity of 2.5 MMTPA has now grown to be the largest refining company of South India. A steely resolve to stick to quality, an unrelenting passion to tread on a consistent growth path, the finest of technology, care for environment, all put together, make CPCL a resounding success story, year after year. As part of the MoU signed with Indian Oil Corporation for the year 2008-09, CPCL would strive:

To maximise the profit and return on capital employed of the company To optimise utilisation of the Refining capacity at Manali and at Cauvery Basin, including selection of appropriate Crude mix and production of Value Added products. To maximise the yield of distillates in order to improve the Gross Margin. To develop energy improvements schemes and reduce energy consumption and losses in the refinery. To synergise marketing infrastructure, capabilities and strategies with that: of IOC in order to maximize profits. To move towards international standards of excellence in Refinery operations To strengthen information systems and information technology. To continue efforts towards safety achievement and environmental protection. To ensure execution of projects without time or cost overrun.

To focus training efforts on team building, creation of competitive mind-set and refinery economics. To maintain reliability of operations at high level.

PRODUCTS OF THE COMPANY: The Main products of the company are: Aviation Turbine Fuel(ATF) Motor Spirit(Petrol) Naphtha Superior Kerosene High speed Diesel Lube Base Oil Sofo Oil Food Grade Hexane LPG Paraffin Wax Furnace Oil Bitumen Sulphur

NEED FOR THE STUDY Though there is no legal obligation to audit personnel policies,some of organization have the

This study is an attempt to know about the effectiveness of HR practices in CPCL. This study is concerned with HR practices in CPCL.It is hoped that this study efficiently depicts and helps to make some changes in HR practices for the best utilization of manpower and development of individual employees in the organization. Increasing strength and influence of trade unions

OBJECTIVES OF THE STUDY: Primary Objectives: To study the effectiveness of existing Human Resource Practices in Chennai Petroleum Corporation limited. Secondary Objectives: To know the perception of employees about the functions of HR department. To study the training&development activities towards employees. To find out the satisfaction level of rewards. To identify the effective communication between the employees. To find out the employees satisfaction level of benefits&facilities given by the company. To review the industrial relations in CPCL. To identify the best Organizational culture followed by the company. To provide suitable suggestions on the basis of findings of the study.

SCOPE OF THE STUDY: This study provides better score for the management in taking further initiations in implementing effectiveness of HR Practices. The present study is to find out the existence of HR practices in CPCL and what changes can be done to the personal department by proper utilization of manpower resources.This study is also aimed at determining the employee opinion towards HR Practices in CPCL such as training&development,Reward,Employee communication,Welfare,Industrial Relations,Organization Culture.

LIMITATION OF THE STUDY: Respondents may exhibit bias on their individual experiences and factors. Findings are valid only for a short period of time.

CHAPTER-II
LITERATURE REVIEW

REVIEW OF LITERATURE
The objective of this literature review is to establish the basis for this research project.The literature review phase included an extensive examination of the various resources that were available in the CPCL.This included an impressive list of textbooks,periodicals,business publications,business publications and research projects.The literature review phase also included obtaining key resources that were obtainable via the internet. Selected drivers of human resources practices: 1. 2. 3. 4. 5. 6. 1.Training&Development: Two principles can help companies score big retention wins through training.First,keep it relevant.If training is not applicable to their jobs,employees are likely view it as a waste of time and a signal that management doesnt get it.Second,use training to broaden experience.Companies too often provide training that merely reinforces old skills instead of addressing employees development needs.(Hay group) Training is an important consideration for both individuals and organizations.Employees are increasingly aware that they are responsible for managing their own careers and that there future depends on continuous elevation of their skills. If employees are not expanding their capabilities,they risk compromising their employability-within their current organizations or elsewhere. High potential is the capacity of people to learn and develop over time.To identify people with such potential,organizations must seek those who are driven to learn(Hay group) To maintain the momentum of growth,Hay Group provides diagnostics to assess the conditions learning and consulting support to close identified gaps.This includes addressing self-managed learning,knowledge sharing capabilities,innovation,experimentation and the provision of stretching job experiences. In its now famous study,The war for Talent,McKinsey reported that just 16percent of the CEOs surveyed felt their companies could even identify their Training and Development Rewards Employee communication Welfare Industrial Relations Organization culture

high performers but are also failing to groom,develop such high performance to attain leadership position in the future. Hewitt(2004)says that Best Employers provide access to more training channels and programs,put more employees on assignments or job rotation programs for development,put more emploees on assignments or job rotation programs for developmental purposes,and are more likely to implement one-to-one mentoring.Training includes leadership and technical skills,as well as education about company culture and values.The Best also use more vehicles to deliver their training and development,such as classroom training,e-platform training,mentoring ,coaching,paid membership in professional organizations,and company libraries.

2.Reward: The definition of recognition includes:frequently encouraging and rewarding employee accomplishments.A number of studies have shown that intrinsic motivation is conductive to creativity than extrinsic motivation. However,several extrinsic Motivators may operate as supports to creativity:reward and recognition for creative ideas,clearly defined overall project goals,and frequent constructive feedback on the work. Numerous studies over the last several decades have suggested that non monetary rewards and recognition can be much effective motivators than precuniary compensation.Its not that money doesnt matter. Its just that money tends to be a deficiency need.If employees feel that they are significantly underpaid-that their pay does not reflect their contributions to the organization-their motivation is likely to suffer. But when it comes to encouraging employees to pour discretionary effort into their work and delivering superior performance,the chance to make a difference and be recognized for it is likely to provide a much stronger incentives.At Harvard Business School professor Rosabeth Moss Kanter puts it: Compensation is a right.Recognition is a gift.The fact that patting employeesbacks may be a more effective form of positive motivation than padding their wallets is good news for companies,especially in a difficult economy when budgets are stretched to the limit.For unlike,compensation,recognition is cheap.Indeed,often its free. Hay Insight employee opinion norms suggest,however,that too few Organizations are leveraging the motivational power of non-monetary Rewards. According to Hay Group Rewards are one of the largest investments in an organization and a major differentiator for effective organizations.They have found,however,that most organizations do not do an adequate job of understanding the landscape and perceptions around their current program. Organizations create the conditions that make-work more meaningful and rewarding for employees.And employees,in return,put extra into their work and

into delivering superior performance.The reward program is the obvious human capital management reinforcement mechanism and is core to reinforcing employee engagement levels. Going beyond traditional reward elements such as base pay, incentives and benefits, our reward model also includes intangible rewards such as career development opportunities,non-financial recognition,and a positive work climate.Hay Group research indicates that organizations that do a better job of communicating and leveraging this broader definition of rewards outperform other organizations that neglect this.

3.Employee communication: The term communication is used by everyone in modern society, including members of the general,organizational behaviors scholars and management practitioners. In addition as noted earlier, the term is employed to explain a multitude of sins both in the society as a whole and in work organizations. Most definitions of communicationused in organizational behavior literature stress the use of symbols to transfer the meaning of information According to Fred Luthans, The main purpose of communication(may be upward or downward. Task Coordination:it means the department heads may meet monthly to discuss how each department is contributing to the systems goals. Problem solving:the members of a department may assemble to discuss how they will handle a threatened budget cut,they may be employ brainstorming technique Information sharing:the members of one department may meet with other department to give them some new data. Conflict Resolution:the members of one department may meet to discuss a conflict in the department or between department. According to Hewitt Associates(2004),Best Employers clarify company direction,goals,policies,and processes,which motivate employees to stay on track.Best Employers leverage technology and other mediums to deliver targeted messages to their workforce in a variety of meaningful ways.The Best also tend to use more channels of communication,sach as town-hall meetings,employee meetings,emails from CEOs,newsletters,memos,and an intranet.In addition to top-down communication,Best Employers are more likely to have formal employee suggestion programs and to conduct regular employee opinion surveys and focus groups.These bottom-up communication channels give senior management a sense of whats happening at the front line,what challenges employees face,and what successes theyve accomplished.

4.Welfare: Welfare is a broad concept referring to a state of living of an individual or a group,in a desirable relationship with the total environment ecological, and social.The term welfare includes both the social and economic contents of welfare. Labour welfare may be viewed as total concept,as a relative concept. Labour welfare implies the setting up of minimum desirable standards and the provision of facilities like health,food,clothing,housing,medical assistance,aducation,insurance,job security,recreation and so on. The Oxford Dictionary defines Welfare as a state of faring or doing well,freedom from calamity,enjoyment of health and prosperity. The Encyclopedia of Social Sciences defines it as the voluntary efforts of the employers to establish,within the existing industrial system,working and sometimes living and cultural conditions of employees beyond what is required by law,the customs of industry and condition of market. In the words of R.R.Hopkins,welfare is fundamendally an attitude of mind on the part of management,influencing the method by which management activities are undertaken. Authur James Todd defines welfare work as anything done for the comfort and improvement,intellectual and social,of the employees over and above wages paid,which is not a necessity of industry. Labour welfare work can be broadly divided into two categories: i.Statutory ii.Non statutory or voluntary Statutory welfare consists of those provisions of welfare work which depend for their implementation on the coercive power of government.The government enacts certain rules of labour welfare to enforce the minimum standards of health and safety of workers. Non-Statutory welfare measures include all those activities which employers undertake for the welfare of their workers on a voluntary basis. The committee of Experts on welfare Facilities for Industrial workers constituted by the ILO in 1963 had divided the welfare services in two groups: a.Welfare amenities within the precincts of establishment(intra-mural) Latrines and urinals,washing shelters and canteens.Arrangements and for bathing drinking

facilities,crches,rest

water,arrangements for prevention of fatigue,health services including occupational safety,administrative arrangements within a plant to look after the welfare,uniform and protective clothing and shift allowance. b.Welfare amenities outside the establishments(extra-mural) Maternity benefits,social insurance measures,vocational training for dependent of workers,other programmes for the welfare of women,youth and children. 5.Industrial Relations: Industrial Relations are also called as Labour management relations.IR is human relationship and they are shaped by diverse and complex attitude of management and workers.Different author gives different definitions for Industrial Relations. Dale Yoder:The term Industrial Relationshas been described as relationship between management and employees or among employees and their organizations that characterizes or grows out of employment. Bethal,Smith and others:Industrial Relations is the part of management which is concerned with the manpower of the enterprise whether machine operator,skilled workers or manager. Keith Dadis:Human relations as an area of an management practice is the integration of people into work situation in a way that motivates them to work together productively,cooperatively and with economical,psychology and social satisfaction. F.R.Kalsi:Human relations in industry are defined as the optimum relation between maximum productivity and maximum satisfaction.If u want to really succeed in promoting good human relations,lt as forget the technological approach to this human problem.It is a problem of developing men and not techniques or skills. T.N.Kapoor:IR refers to a dynamic and a developin concept which is not linked to the complex relations.Trade Union and Management but also refers to the general web of relationship normally obtaining between employers and employees,a web much more complex than the simple concept of labour-capital conflict. The International Labour Organisation:The term IR denotes such matters as freedom of association and the right to organize and right of collecting bargaining,of

conciliation and arbitration proceedings,and the machinery for cooperation between the authorities and the occupational organizations at various level of company. Peter Drucker:IR denotes the plant community life. Industrial Relations Theory: 1. Dunlops System Theory of Industrial Relations According to Jhon T.Dunlop industrial relations system could be viewed as a subsystem of society.The core elements os system model of industrial Relations,according to Dunlop are Actors Context Idealogies Rules According to this approach,the main evaluating factor bringing change in industrial relations is events and forces external to the organization.These are state of technology in production methods,supply and demand in the product market and legal political relationship in the country.

To sump,the Dunlops theory can be given as formula, R=f(a,I,b) R-Industrial Relations system a-actors i-Idealogy b-Body of rules 2.Oxford Approach: Flanders is the exponent of this approach He considers every business enterprise as a social system of production and distribution which has a pattern of relationships.

He views as trade union as an external organization and excludes collective agreements from the sphere of internal regulations. The rules of the system are determined through the rule making process of collective bargaining which is regarded as political institution involving power relationships between employees and employers. Equations of oxford approach R=f(b)orf(c) R=rules governing industrial relations B=collective bargaining C=conflict resolved

6.Organization Culture: The term culture refers broadly to a relatively stable set of beliefs,values and behaviours commonly held by a society.Although it is derived from social anthropology as a framework for understanding primitive societies(kotter and Heskett,1992),the concept of culture has recently been widely used in the context of organizations.In particular,corporateor organizational culture was used to explain the economic successes of Japanese over American firms,through the development of a highly motivated workplace,committed to a common set of core values,beliefs, and assumptions(Dension,1984;Furnham and Gunter,1993).While it has been suggested that culture accounts for the economic performance of various countries(Hofstede,1980;Hofstede and Bond,1988),the idea of corporate culture also serves to provide a basis for understanding the differences that may exist between successful companies operating in the same national culture(Schein,1990).Peters and Waterman(1982),for example,held that successful organizations possess certain cultural traits of excellence.Ouchi(1981)presented a similar relationship between corporate culture and increased productivity,while Deal and kennedy(1982)argued for the importance of a strongculture in contributing towards successful organizational performance. Conceptualizations of organizational culture: Alvesson(1989)suggested that conceptualizations of organizational culture exist along a continuum extending from the instrumental to the academic.Two extremes of this conceptual continuum are the process-oriented and classification approaches.

Process approach to organizational culture: The process-oriented approaches view organizational culture as a continuous recreation of shared meaning(Roskin,1986).Typically represented by Scheins(1990)model,organizational culture is defined as:a pattern of basic assumptions that a group has invented,discovered or developed in learning to cope with its problems of external adaptation and internal integration,and have worked well enough to be considered valid,and therefore,to be taught to new members as the correct way to perceive,think,and feel in relation to those problems(Schein,1990,p.11) In particular,Schein(1985)viewed culture as comprising three levels: (1)Behaviours and artifacts:this is the most manifest level of culture,consisting of the constructed physical and social environment of an organization,e.g.physical space,mottos,artistic production and overt behaviours of members.

CHAPTER-III
RESEARCH METHODOLOGIES

RESEARCH METHODOLOGY
Meaning of Research:
Research in common practice refers to search ok knowledge.We can define the research as a scientific and systematic manner search for pertinent information on a specific topic.In fact research is an art of scientific investigation.The advanced learners dictionary says about the research as a careful investigation or enquiry especially through search for new facts in any branch of knowledge.

Definition of Research:
REDMAN and MORY determines research as,a systematic effort to gain new knowledge.Some people consider research as a movement from a known to unknown.It is an academic activity and as such the term should be used in a technical sense. According to the CLIFORD wood says,Research comprises defining and redefining problems formulating hypothesis suggested solution collection organizing and evaluating data making deductions and researching conclusions determine whether they fit the formulating hypothesis. Research methodology is a way to systematically solve the research problem.It may be understood as a science of studying how research is done scientifically.Thus it is the various steps that are generally adopted by a researcher in studying his research problem with the logics behind them.

Research design:
Type of study Research approach Source of data Sample Unit Population Sample Size : : : : : : Descriptive Survey Method Primary data Employees in the Chennai Petroleum Corporation Ltd 1800 Employees 100 Employees

Sampling Technique Research Instrument Contact Method Place of study

: : :

Simple Random sampling Questionnaire Personal

: Chennai Petroleum Corporation Limited,Manali

3.1.Type of project:
Descriptive study has been adopted to collect the data from the Chennai Petroleum Corporation Limited,Manali.Descriptive research,also known as statistical research,describes data and Characteristics about the population or phenomenon being studied.Descriptive research answers the questions who,what,where,when and how.Although the data description is factual,accurate and systematic,the research cannot describe what caused a situation.Thus,descriptive research cannot be used to create a causal relationship,where one variable affects another.In other words,descriptive research can be said to have a low requirement for internal validity. The basic steps of descriptive research:An orderly scientific and disciplined process,involving: (i)recognizing and identifying a topic to be studied (ii)Selecting an appropriate sample of participants (iii)Collecting valid and reliable data (iv)Reporting conclusions Classifiaction of desciptive studies: Cross-sectional survey: Involves collecting data from selected individuals in a single time period however long it takes to collect data from participants. Longitudinal survey: Involves collecting data at two or more instances in order to measure changes over time Self support survey: Requires individuals to respond to a series of statements or questions about themselves.

3.2.Target respondents:
1.Research approach: Survey was done among Chennai Petroleum Corporation Limited employees. 2.Sample unit: All level of employees of Chennai petroleum Corporation Limited is located in Manali. 3.Populaion: Total population level at Manali plant is 1800 employees(from top to bottom level) 4.Sample size: A sample size of 100 employees has been taken for the research purpose.

3.3.Data Processing:
a.Primary Data: The primary data information has been received from the actual field of research by the direct questionnaire from the employees. b.Secondary Data: The secondary data has been collected from journals,reports and books from Chennai Petroleum Corporation Limited,the internal reports like employee communication system,k-base,performance highlights,Intranet message board,CPCL Newsletter,intranet kiosks,attendance recording system,interaction with new recruits,field visits,online system,open house meets,e-PMS

3.4.Sampling Technique:
Simple random sampling was chosen in order to view accurate results,Simple random sampling refers to the sampling technique in which each and every item of the population is given an equal chance of being included in the sample.The selection is thus free from personal bias because the investigator does not exercise his

discretion of preference in the choice of items.Since the selection of items depends entirely on chance,this method also called as method of chance selection.Random sampling is sometimes referred to as representative sampling.

3.5.Statistical tools used:

1.Percentage Analysis: Percentage refers is a special kind of ratio. Percentages are used in making comparison between two or more series of data. They are used to describe relationship. More over percentages can also be use to compare the relative terms of the distribution of two or more series of data. Formula: Percentage of Respondents = No. of respondents Total no. of respondents * 100

2.Chi-square test: The chi-square test is one of the simplest and most widely used non parametric tests in statistical work.It makes no assumptions about the population being sampled.The objective of chi-square test is to determine whether there is a significant difference exists among the various groups or not.Chi-square test involves comparison of expected frequency with the observed frequency to determine whether the difference between the two is greater than which might occur by change.

Formula: Chi - Square test = (Oij - Eij) 2/ Eij Oij = Observed frequency Eij = Expected frequency Degree of freedom = n 1.

Steps: The difference between each observed frequency and expected frequency is calculated. The difference observed and squared. Each observed difference is divided by its respective expected. The quotient is added together to obtain the computed chi-square. The computed value is compared to tabulated chi-square.

If the computed value is greater than the tabulated value at a predetermined level of significance and freedom the null hypothesis is rejected.On the other hand if chisquare value is less than the table value the null hypothesis is accepted.

3.Karl Pearsons correlation Pearsons correlation coefficient is also known as Karl Pearsons correlation coefficient. It is a measure of linear relationship between two variables. It lies between -1 and +1. The closer it is to 1(or -1), the stronger the positive (or negative) linear relationship between the two variables. If it is close to 0, there is no linear relation. The correlation coefficient r (also called Pearson's product moment correlation after Karl Pearson) is calculated by Formula:

4. ANOVA Analysis of variance (ANOVA) is a collection of statistical models, and their associated procedures, in which the observed variance in a particular variable is partitioned into components attributable to different sources of variation. In its simplest form, ANOVA provides a statistical test of whether or not the means of several groups are all equal. Two-way analysis of variance (ANOVA) tests (also called two-factor analysis of variance) measure the effects of two factors simultaneously.

CHAPTER-IV
DATA ANALYSIS

CHAPTER-IV
4.PERCENTAGE ANALYSIS
4.1.Classification of AGE Group S.NO. 1 2 3 4 5 AGE GROUP 21-30 31-40 41-50 51-60 Above 61 TOTAL NO OF RESPONDENTS 11 10 49 27 3 100 PERCENTAGE 11 10 49 27 3 100

Inference: From the above table it can be inferred that majority of the respondents belong to the age limit of 41-50(49%), 27% respondents are belong to the age limit 51-60. 11% respondents are belong to the age limit 21-30, 10% respondents belong to the age limit 31-40%.Only 3% of respondents are belong to both the age limit above 61.

4.2.Classification of GENDER: S.NO. 1 2 GENDER Male Female TOTAL NO OF RESPONDENTS 83 17 100 PERCENTAGE 83 17 100

Inference: From the above table it can be inferred that majority of the respondents belong to male 83% .Only 17% of respondent belong to female.

4.3.Classification Of employees Mariatal status S.NO. MARIATAL STATUS 1 Married 2 Unmarried TOTAL NO OF RESPONDENTS 86 14 100 PERCENTAGE 86 14 100

Inference: From the above table it can be inferred that majority of the respondents belong to married 86% .Only 14% of respondent belong to unmarried.

4.4.Classification Of Employees Educational Qualification S.NO. 1 2 3 4 5 EDUCATIONAL QUALIFICATION Diploma UG PG Professional Others TOTAL NO OF RESPONDENTS 25 15 27 30 3 100 PERCENTAGE 25 15 27 30 3 100

Inference: From the above table it can be inferred that majority of the respondents are Professional 30%, followed by 27% of respondents are Post graduates, 25% respondents are Diploma and 15% respondents are Under graduates and only 3% respondents are higher secondary.

4.5.Classification of Department : S.NO. 1 2 3 4 5 DEPARTMENT HR Finance Manufacturing Maintanence Fire&Safety TOTAL NO OF RESPONDENTS 20 20 20 20 20 100 PERCENTAGE 20 20 20 20 20 100

Inference: From the above table it can be inferred that equal respondents are of 20% in each and every department.

4..6Classification of Nature of Job S.NO. 1 2 3 4 5 NATURE OF JOB Non-Supervisory Junior Management Middle Management Senior Management Others TOTAL NO OF RESPONDENTS 19 22 28 21 10 100 PERCENTAGE 19 22 28 21 10 100

Inference: From the above table it can be inferred that majority of the respondents are from Middle Management 28%, followed by 22% of respondents are from Junior Management, 21% respondents are from Senior Management and 19% respondents are from Non-Supervisory and only 10% respondents are others.

4.7.Classification Of Income level S.NO. 1 2 3 4 5 INCOME LEVEL 21000-30000 31000-40000 41000-50000 51000-60000 Above 61000 TOTAL NO OF RESPONDENTS 18 19 25 18 20 100 PERCENTAGE 18 19 25 18 20 100

Inference: From the above table it can be inferred that majority of the respondents are(41000-50000) 25%, followed by 20% of respondents are getting above 60,000 , 19% respondents income level are 31000-40000 and 18% respondents are 21000-30000,18% respondents are 51000-60000.

4.8.Classification Of Year Of Experience S.NO. 1 2 3 4 5 YEAROF EXPERIENCE NO OF RESPONDENTS <5 5-10 11-15 16-20 >20 TOTAL 19 16 15 29 21 100 PERCENTAG E 19 16 15 29 21 100

Inference: From the above table they hold high years of job experience which falls under the category of 16-20 years. 21% of the respondents hold above 20 years of experience, 19% of the respondents hold above less than 5 years of experience, followed by only 16 % of the respondents has 5-10 years and 15% of the respondents hold above 11-15 years of experience.

4.9.Classification Of Training&Development: Factors Adequate training is provided to meet the job requirements Training given to you has helped to improve the performance Training programs are discussed with the employees prior to finalization Senior officers are eager to help their juniors develop through training. There is proper guidance for employees to perform the job effectively Strongly Agree 18 % 18 Agree 56 % 56 Neutral 8 % 8 Disagree 11 % 11 Strongly Disagree 7 % 7

19

19

54

54

13

13

11

11

43

43

15

15

21

21

10

10

15

15

47

47

20

20

10

10

19

19

56

56

10

10

INFERENCES: From the above table,the following inferences are obtained 56% of the employer agree that adequate training is provided to meet the job requirements.54% of the employer agree that training given to you has helped to improve the performance.43% of the employer agree that training programs are discussed with the employees prior to finalization.47% of the employer agree that Senior officers are eager to help their juniors develop through training.56% of the employer agree that there is proper guidance for employees to perform the job effectively.

4.10.Classification Of Reward:

Factors

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

Employees are 17 suitably recognized for their special achievements. Recognition 21 encourages employees to improve performance Employees are 13 encouraged to experiment with new methods and try out creative ideas Reward encourages 16 additional development as a means of improving current Job performance INFERENCES:

17

49

49

14

14

13

13

21

52

52

16

16

13

43

43

27

27

16

48

48

10

10

18

18

From the above table,the following inferences are obtained 49% of the employer agree that employees are suitably recognized for their special achievements.52% of the employer agree that recognition encourages employees to improve performance.43% of the employer agree that employees are encouraged to experiment with new methods and try out creative ideas.48% of the employer agree that reward encourages additional development as a means of improving current Job performance.

4.11.Classification Of Employee Communication: Factors Strongly Agree Communication in CPCL 21 is open and transparent Employees are encouraged to give their ideas and views to the top management Top Management openly interact with employees Employer and employee communication in CPCL is effective 18 21 40 40 17 17 15 15 % Agree % Neutral % Disagree % Strongly Disagree 7 7 %

18

52

52

14

14

10

10

15

15

40

40

16

16

19

19

10

10

18

18

37

37

13

13

24

24

INFERENCES: From the above table,the following inferences are obtained 40% of the employer agree that communication in CPCL is open and transparent.52%of the employer agree that employees are encouraged to give their ideas and views to the top management.40% of the employer agree that top Management openly interact with employees.37% of the employer agree that communication is effective in CPCL.

4.12.Classification Of Welfare:

Factors

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

Emergency needs of employees are taken good care Welfare facilities provided are adequate Top management invests a considerable part of time and other resource for employees development. Employees are satisfied by the benefits&facilities

20 15 17

20 15 17

50 43 36

50 43 36

11 15 20

11 15 20

17 13 18

17 13 18

12 15 9

12 15 9

16

16

49

49

12

12

15

15

INFERENCES: From the above table,the following inferences are obtained 50% of the employer agree that emergency needs of employees are taken good care.43% of the employer agree that welfare facilities provided are adequate.36% of the employer agree that top management invests a considerable part of time and other resource for employees development.49% of the employer agree that employees are satisfied by the benefits&facilities.

4.13.Classification Of Industrial Relations: Factors Strongly Agree Industrial Relations atmosphere is cordial Management has a positive approach towards Trade Unions Grievances/complaints are settled promptly 15 15 50 50 16 16 12 12 % Agree % Neutral % Disagree % Strongly Disagree 7 7 %

14

14

40

40

19

19

19

19

14

14

35

35

23

23

21

21

Good Relations have a remarkable effect in increasing productivity

20

20

47

47

15

15

12

12

INFERENCES: From the above table,the following inferences are obtained 50% of the employer agree that industrial Relations atmosphere is cordial.40% of the employer agree that Management has a positive approach towards Trade Unions.35% of the employer agree that grievances/complaints are settled promptly.47% of the employer agree that good Relations have a remarkable effect in increasing productivity.

4.14.Classification Of Organizational culture:

Factors

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

Senior Management sets high standards of excellence

15

15

47

47

15

15

19

19

Senior Management encourage collaboration across the organization Employees trust each other in CPCL

14

14

41

41

18

18

23

23

18

18

43

43

15

15

20

20

Rules and regulations are followed by all the employees

21

21

43

43

15

15

17

17

INFERENCES: From the above table,the following inferences are obtained 47% of the employer agree that Senior Management sets high standards of excellence.415 of the employer agree that Senior Management encourage collaboration across the organization.43% of the employer agree that employees trust each other in CPCL.43% of the employer agree that rules and regulations are followed by all the employees.

CHI-SQUARE METHOD

CHI-SQUARE METHOD
4.15a.Relationship between Nature Of Job with Reward Non-Supervisory Junior Management Middle Management Senior Management Others SA 4 5 7 3 2 21 A 6 9 11 9 5 40 N 4 3 4 4 2 17 DA 3 3 3 3 1 13 SDA 2 2 3 2 9 TOTAL 19 22 28 21 10 100

HYPOTHESIS-I Null hypothesis (H0): There is no association between a respondents nature of job &improvement of performance through reward. Alternate hypothesis (H1): There is an association between a respondents nature of job &improvement of performance through reward.

TABLE 4.15b Cross table considering relationship between the respondents nature of job and improvement of performance through reward Training content Age NonSupervisory(A) Junior Management(B) Middle Management(C) Senior Management(D) Others(E) Total Strongly Agree (a) 4 5 7 3 2 21 (b) 6 9 11 9 5 40 (c) 4 3 4 4 2 17 (d) 3 3 3 3 1 13 Agree Moderate Disagree Strongly Disagree (e) 2 2 3 2 9 19 22 28 21 10 100 Total

S.NO

Observed Frequency

Expected Frequency

(O-E)

(O-E) 2

(O-E) 2/E

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

4 6 4 3 2 5 9 3 3 2 7 11 4 3 3 3 9 4 3 2 2 5 2 1 -

3.99 7.6 3.23 2.47 1.71 4.62 8.8 3.74 2.86 1.98 5.88 11.2 4.76 3.64 2.52 4.41 8.4 3.57 2.73 1.89 2.1 4 1.7 1.3 0.9

0.01 -1.6 0.77 0.53 0.29 0.38 0.2 -0.74 0.14 0.02 1.12 -0.2 -0.76 -0.64 0.48 -1.41 0.6 0.43 0.27 0.11 -0.1 1 0.3 -0.3 -0.9

0.01 2.56 0.5929 0.2809 0.0841 0.1444 0.04 0.5476 0.0196 0.4 1.2544 0.04 0.5776 0.4096 0.2304 1.9881 0.36 0.1849 0.0729 0.0121 0.01 1 0.09 0.09 0.81

0.00325 0.33684 0.18356 0.11372 0.04918 0.03125 0.03455 0.00454 0.14641 0.00685 0.2020 0.21333 0.00357 0.12134 0.11252 0.09142 0.04285 0.05179 0.02670 0.0064 0.00476 0.25 0.0529 0.0692 0.9

Calculated value: () 2 = (O E) 2 / E = 4.33 Degree of freedom=(r-1) (c-1) = (5-1) (5-1) =16 Table value at 5% significance = 26.296

Interpretation:

Since calculated value is less than the critical value of disarmament chi-square=26.296, null hypothesis is accepted confirming that there is no relationship between the respondents an employees nature of job & improvement of performance through reward.

TABLE 4.16a

Cross table considering relationship between the respondents year of experience and improvement of performance through training Training Experience <5yrs(A) 6-10(B) 11-15yrs(C) 16-20yrs(D) Above 21yrs(E) Total Strongly Agree (a) 5 5 2 7 5 26 (b) 5 6 4 8 7 33 (c) 4 2 3 6 6 19 (d) 3 2 2 4 3 14 Agree Moderate Disagree Strongly Disagree (e) 2 1 2 4 2 8 19 16 13 29 23 100 Total

Group 1 2

Observed Frequency 5 5

Expected Frequency 4.56 5.7

(O-E) 0.44 -0.7

(O-E) 2 0.1936 0.49

(O-E) 2/E 0.0424561 0.0859644

3 4 3.99 4 3 2.66 5 2 2.09 6 5 3.84 7 6 4.8 8 2 3.36 9 2 2.24 10 1 1.76 11 2 3.12 12 4 3.9 13 3 2.73 14 2 1.82 15 2 1.43 16 7 6.96 17 8 8.7 18 6 6.09 19 4 4.06 20 4 3.19 21 5 5.52 22 7 6.9 23 6 4.83 24 7 3.22 25 2 2.53 2 Calculated value: () = (O E) 2 / E = 4.33 Degree of freedom=(r-1) (c-1) = (5-1) (5-1) =16 Table value at 5% significance = 26.296

0.01 0.34 -0.09 1.16 1.2 -1.36 -0.24 -0.76 -1.12 0.1 0.27 0.18 0.57 0.04 -0.7 -0.09 -0.06 0.81 -0.52 0.1 1.17 -0.22 -0.53

0.0001 0.1156 0.0081 1.3456 1.44 1.8496 0.0576 0.5776 1.2544 0.01 0.729 0.0324 0.3249 0.0016 0.49 0.0081 0.0036 0.6561 0.2704 0.01 1.3689 0.0484 0.2809

0.000025 0.0434586 0.0038755 0.3504166 0.3 0.5564761 0.0257142 0.3281818 0.4020512 0.0025641 0.0267032 0.0178021 0.2272027 0.0002298 0.0563218 0.00133 0.0008866 0.2056739 0.0489855 0.0014492 0.2834161 0.015031 0.111027

Interpretation: Since calculated value is less than the critical value of disarmament chi-square=26.296, null hypothesis is accepted confirming that there is no relationship between the respondents year of experience and improvement of performance through traning.

Karl Pearsons or Product - Moment Correlation Co-efficient

CORRELATION BETWEEN AGE AND EMPLOYEES ARE SATISFIED WITH BENEFITS&FACILITIES TABLE4.17a Relation Between Age And Employees Are Satisfied With Benefits&Facilities Satisfaction Strongly Agree Age 21-30 31-40 41-50 Agree Neutral Disagree Strongly Disagree Total

3 2 9

3 3 14

2 3 10

2 1 9

1 1 7

11 10 49

51-60 Above 60 Total Calculation

6 20 r = Nfdxdy-fdxfdy

7 1 28

5 1 21

5 1 18

4 13

27 3 100

Nfd^2x-(fdx) ^2 * Nfd^2y-(fdy) ^2 = [(100*8)-(-24)(1)]/ 100*178-(-24)^2*100*93-(1)^2 =824/17224*9299 =824/131.24*96.43 =824/12655.47 =0.0651

Interpretation: The variables age and employees satisfaction towards benefits are positively correlated with the magnitude of (+0.0651).Since the degree of linear relationship (r) is closer to 0; the twovariables are less closely related. CORRELATION BETWEEN NATURE OF JOB AND MANAGEMENT HAS A POSITIVE APPROACH TOWARDS TRADE UNION

TABLE4.17b Relation Between Nature Of Job And MANAGEMENT HAS A POSITIVE APPROACH TOWARDS TRADE UNION Positive Approach Nature Of Job Non-Supervisor Junior Strongly Agree Agree Neutral Disagree Strongly Disagree Total

4 5

6 9

4 3

3 3

2 2

11 10

Management Middle Management Senior Management Others Total Calculation r = Nfdxdy-fdxfdy Nfd^2x-(fdx) ^2 * Nfd^2y-(fdy) ^2 = [(100*6)-(-51)(-19)]/ 100*5-(-51)^2*100*7-(-19)^2 =600-969/500-2601*700-361 =369/-2101*339 =369/(45.84)(18.41) =369/843.91 =0,4372 Interpretation: The variables age and management has a positive approach towards trade union are positively correlated with the magnitude of (+0.4372).Since the degree of linear relationship (r) is closer to 0; the two variables are less closely related. 7 3 2 21 11 9 5 40 4 4 2 17 3 3 1 13 3 2 9 49 27 3 100

TWO WAY ANOVA

HYPOTHESIS (I) ANOVA: The following is an analysis of variance done to find the relation between employees years of Work experience and satisfaction towards useful instruction provided by the trainer. HYPOTHESIS: Null hypothesis (H0): There is no significant relationship between the age and adequate training is provided to meet the job requirements. Alternate hypothesis (H1):

There is a significant relationship between the age and adequate training is provided to met the job requirements.

COMPUTAIONS FOR TWO WAY ANOVA TO AGE WITH ADEQUATE TRAINING IS PROVIDED TO MEET THE JOB REQUIREMENTS TABLE 4.18a TRAINING AGE 21-30 31-40 41-50 51-60 Above 60 Total Strongly Agree Agree 3 3 10 6 1 23 4 3 15 7 1 30 Moderate 2 2 9 5 1 19 Disagree Strongly 1 1 8 5 15 disagree 1 1 7 4 13 Total 11 10 49 27 3 100

TABLE 4.18b Source of variation SS Df MS F-ratio 5% Flimit(or the Between columns (i.e., between satisfaction towards trainer instructions ) Between rows (i.e., between work experience) Residual or Error Total 272 419.2 728 (5-1)=4 16 24 68 26.2 2.5954 F(4,16)=3.01 36.8 (5-1)=4 9.2 0.351 tables values) F(4,16)=3.01

Inference The calculated value of between columns (0.351) is lesser than the F limit table value at 5% significant level (3.01). Null hypothesis is accepted. The calculated value of between rows (2.5954) is lesser than the F limit table value at 5% significant level (3.01). Null hypothesis is accepted.

FINDINGS
27% respondents are belong to the age limit 51-60. 11% respondents are belong to the age limit 21-30, 10% respondents belong to the age limit 31-40%.Only 3% of respondents are belong to both the age limit above 61. 83% of respondents are male and 17% of respondent belong to female. 86% of respondents are married and 14% of respondent belong to unmarried. 30% of respondents are professional, followed by 27% of respondents are Post graduates, 25% respondents are Diploma and 15% respondents are Under graduates and only 3% respondents are higher secondary. 28% of respondents are Middle management, followed by 22% of respondents are from Junior Management, 21% respondents are from Senior Management and 19% respondents are from Non-Supervisory and only 10% respondents are others.

25% of respondents income level (41000-50000), followed by 20% of respondents are getting above 60,000 , 19% respondents income level are 3100040000 and 18% 60000. respondents are 21000-30000,18% respondents are 51000-

21% of the respondents hold above 20 years of experience, 19% of the respondents hold above less than 5 years of experience, followed by only 16 % of the respondents has 5-10 years and 15% of the respondents hold above 11-15 years of experience.

From the chi-square it is found that there is no association between the employees nature of job and improvement of performance through reward so that the null hypothesis is accepted.

From the chi-square it is found that there is no association between respondents year of experience and improvement of performance through training so that the null hypothesis is accepted.

In correlation the two factors are age and employees satisfaction towards benefits are positively correlated. In correlation the two factors are age and management has a positive approach towards trade union are positively correlated. According to ANOVA there is no significant relationship between the age and adequate training is provided to meet the job requirement. Majority of respondents opinion is agree(56%) agree that adequate training is provided to meet the job requirements Majority of respondents opinion is agree(56%)that there is proper guidance for employees to perform the job effectively. Majority of the respondents opinion is agree(52%)that recognition encourages employees to improve performance. Majority of the respondents opinion is agree(50%)that emergency needs of employees are taken good care. Majority of the respondents opinion is agree(50%) that industrial Relations atmosphere is cordial.

Majority of the respondents opinion is agree(47%)that Senior Management sets high standards of excellence.

SUGGESTION
I suggest that the following measures may be implemented CPCL.,to further strengthen the practices of HR. Training schedule should be communicated briefly to all the employees before commencement of training period. Web-based self leadership modules /cources managers(Managers,SMs&CMs)can be implemented. for mid-level

720degree appraisal may be done for the potential leaders to enable them to develop their leadership skills,which in turn includes all of these HR practices. Training-Shadowing,wherein a junior employees is posted as an shadow/assistant to another senior employee to enable him to learn the various aspects of organization functioning. Job rotation/transfers should be encouraged to develop team work and improve the organization culture.

CPCL may start a New Category of Award under Suggetion Scheme Best Team Suggestion-where Award would be given to the suggestion given by CrossFunctional and Cross-Departmental Team,which entails maximum benefits to the company.

CONCLUSION
The research study has been conducted to analyze the factors under the contents of training&development,reward,employee communication system,welfare,Organization culture.Based on that information,loop holes are identified and suggested to the top management which has not been carried out yet. Descriptive research design was conducted for this study.This study was conducted with the help of primary and secondary data.The population size in CPCL is 1800,so I have adopted simple random method.Primary data contains 25 structured questionnaire and one open end questionnaire.The secondary data includes books,journals,intranet message board,employee communication system,company system etc.with this data,the results are found out. Data collected and interrupted through various statistical tools like percentage method,chi square test,correlation,ANOVA. Finally I conclude with opinion of employees regarding these 6 factors.Training,welfare and culture is most agreed with employees and employee communication are moderately agreed by the employees and industrial relations and

reward are least agreed by the employees.So totally,the HR practices performance carried out successfully in CPCL without any interruption.

ANNEXURE
BIBILIOGRAPHY

QUESTIONNAIRE

ANNEXURE
BIBILIOGRAPHY

Human Resource Management-V.S.P.Rao Organizational Behavior-Stephen P.Robbins Research Methodology-C.R.Kothari

Website: www.citehr.com www.managementparadise.com www.projectparadise.com

www.wikepedia.com

QUESTIONNAIRE
I Karthika.B,pursuing MBA from Fatima college,Madurai Kamaraj University.As part of my curriculum,I am doing a project on the topic EMPLOYEE OPINION ON HR PRACTICES in your esteemed organization.I request you to spare your valuable time to answer the questionnaire.Your replies shall be kept strictly confidential and shall be used for my research only.Please read each statement carefully and then express your opinion by tick marking in one of the boxes that comes close to your assessment. Thanking You (Karthika.B) PERSONAL DETAILS: 1. Age 2. Gender 3. Marital Status 4. Educational Qualification 5. Department : : : : : 20 to 30 Yrs 30 to 40 Yrs 40 to 50 Yrs 50 to 60 Yrs Above 60Yrs Male Female Married Unmarried Diploma UG PG Professional

6. Nature of job

7. Income level

8. Year of experience

Non-Supervisory Junior Management Middle Management Senior Management Others 20,000-30,000 31,000-40,000 41,000-50,000 51,000-60,000 Above 61,000 Less than 5 Yrs. 5-10 yrs. 10-15 Yrs. 15-20 Yrs. 20-25 yrs. Above 25 Yrs. SDA-Strongly Disagree SA A N DA SDA

SA-Strongly Agree A-Agree N-Neutral DA-Disagree Training&Development: S.NO. 1 2 3 4 5 QUESTIONS

Adequate training is provided to meet the job requirements Training given to you has helped to improve the performance. Training programs are discussed with the employees prior to finalization. Senior officers are eager to help their juniors develop through training. There is proper guidance for employees to perform the job effectively.

Reward: S.NO. 1 2 3 4 QUESTIONS Employees are suitably recognized for their special achievements Recognition encourages employees to improve performance Employees are encouraged to experiment with new methods and try out creative ideas. Reward encourages additional development as a means of improving current Job performance SA A N DA SDA

Employee Communication: S.NO. QUESTIONS SA A N DA SDA

1 2 3 4

Communication in CPCL is open and transparent Employees are encouraged to give their ideas and views to the top management Top Management openly interact with employees Employer and employee communication in CPCL is effective

Welfare: S.NO. QUESTIONS 1 Emergency needs of employees are taken good care 2 Welfare facilities provided are adequate 3 Top management invests a considerable part of time and other resource for employees development. 4 Employees are satisfied by the benefits&facilities SA A N DA SDA

Industrial Relations: S.NO. 1 2 3 4 QUESTIONS Industrial Relations atmosphere is cordial Management has a positive approach towards Trade Unions Grievances/complaints are settled promptly Good Relations have a remarkable effect in increasing productivity SA A N DA SDA

Organization Culture: S.NO. QUESTIONS 1 Senior Management sets high standards of excellence SA A N DA SDA

2 3 4

Senior Management encourage collaboration across the organization Employees trust each other in CPCL Rules and regulations are followed by all the employees

Please give your remarks on HR practices of the Company:

Thanking You!!!