CHAPTER –1

INTRODUCTION TO THE HRM

Human resource management is a function in organizations designed to

maximize employee performance in service of their employer’s strategic

objectives. HR is primarily concerned with how people are managed within

organizations, focusing on policies and systems. HR departments and units in

organizations are typically responsible for a number of activities, including

employee recruitment, training and development, performance appraisal, and

rewarding. HR is also concerned with industrial relations, that is, the balancing

of organizational practices with regulations arising from collective bargaining

and governmental laws. HR is a product of the human relations movement of

the early 20th century, when researchers began documenting ways of creating

business value through the strategic management of the workforce. The

function was initially dominated by transactional work, such as payroll and

benefits administration, but due to globalization, company consolidation,

technological advancement, and further research, HR now focuses on strategic

initiatives like mergers and acquisitions, talent management, succession

planning, industrial and labor relations, and diversity and inclusion. 8 In startup

companies, HR's duties may be performed by trained professionals. In larger

companies, an entire functional group is typically dedicated to the discipline,

with staff specializing in various HR tasks and functional leadership engaging in

1
strategic decision making across the business. To train practitioners for the

profession, institutions of higher education, professional associations, and

companies themselves have created programs of study dedicated explicitly to

the duties of the function. Academic and practitioner organizations likewise

seek to engage and further the field of HR, as evidenced by several field-

specific publications. HR is also a field of research study that is popular within

the fields of management and industrial/organizational psychology, with

research articles appearing in a number of academic journals, including those

mentioned later in this article. In the current global work environment, most

companies focus on lowering employee turnover and retaining the talent and

knowledge held by their workforce. New hiring not only entails a high cost but

also increases the risk of the newcomer not being able to replace the person

who was working in that position before. HR departments also strive to offer

benefits that will appeal to workers, thus reducing the risk of losing

knowledge.

CONCEPT OF HUMAN RESOURCE MANAGEMENT

Human resource management is a process of bringing people and

organizations together so that the goals of each other are met. The role of HR

manager is shifting from that of a protector and screener to the role of a

planner and change agent. Personnel directors are the new corporate heroes.

The name of the game today in business is personnel. Nowadays it is not

2
possible to show a good financial or operating report unless your personnel

relations are in order. Over the years, highly skilled and knowledge based jobs

are increasing while low skilled jobs are decreasing. This calls for future skill

mapping through proper HRM initiatives. Indian organizations are also

witnessing a change in systems, management cultures and philosophy due to

the global alignment of Indian organizations. There is a need for multi skill

development. Role of HRM is becoming all the more important.

NEW TRENDS IN INTERNATIONAL HRM

International HRM places greater emphasis on a number of responsibilities and

functions such as relocation, orientation and translation services to help

employees adapt to a new and different environment outside their own

country. Selection of employees requires careful evaluation of the personal

characteristics of the candidate and his/her spouse. Training and development

extends beyond information and orientation training to include sensitivity

training and field experiences that will enable the manager to understand

cultural differences better. Managers need to be protected from career

development risks, re-entry problems and culture shock. To balance the pros

and cons of home country and host country evaluations, performance

evaluations should combine the two sources of appraisal information.

Compensation systems should support the overall strategic intent of the

organization but should be customized for local conditions. In many European

3
countries - Germany for one, law establishes representation. Organizations

typically negotiate the agreement with the unions at a national level. In Europe

it is more likely for salaried employees and managers to be unionized

4
 CHAPTER – 2

CONCEPTUAL FRAME WORK & REVIEW OF LITERATURE

OBJECTIVE OF THE STUDY

To find the relation and effect of Human Resources Management with

organization effectiveness.

1. To understand the recruitment procedure adopted by the Indian companies

2. To understand the HR Practices and policies adopted by Indian companies.

3. To identify the training and development program adopted by the Indian

companies

4. To identify compensation salary increment policy adopted by the Indian

companies

5. To identify the present performance of an employee being appraised

through career advancement.

6. To identify employee welfare scheme launch by the govt.

7. To identify working hours of the Indian companies.

8. To provide better employee health, safety, welfare facilities as per their

standard policies.

9. To understand the quality circle is beneficial for solving the problem.

10. To understand the reason of employee turnover.

5
SCOPE OF THE STUDY

The scope of the research is very vast; however the total time period available

was very limited for the purpose of the study observation, analysis and

conclusion. Second important thing is on account of ethical and moral

obligation of a manager disclosure of all pertained and particular policies has

got limitation because of his positional accountability and responsibility,

Studying “organization effectiveness through Human Resources Management”

of the employee as specialized subject restrict a training, recruitment and

selection, job analysis, performance appraisal for entering into Human

Resources Management of different parameter as well as view of the

company. The finding of the study can be refried to as a reference for entire

organizational policies, parameter and particles

6
 CHAPTER NO. 3

CONCEPTUAL FRAMEWORK ON HUMAN RESOURCES MANAGEMENT.

In order to achieve the company objectives, Human Resource

Management undertakes the following activities:

1. Recruitment, selection and placement of personnel.

2. Training and development of employees.

3. Appraisal of performance of employees.

4. Remuneration of employees.

5. Social security and welfare of employees.

1.RECRUITMENT, SELECTION AND PLACEMENT OF PERSONNEL

Mode of Appointment: The appointment to various points shall be made in

the following manner:-

By Direct Recruitment:- a. The qualifications for direct recruitment

shall be such as specified in the staffing pattern. b. The appointment shall

be made according to the merit list drawn at the time of selection. 14 c.

All appointments except to class-IV services shall be made on the

recommendations of the selection Committee consisting of the

following:-

7
 By Promotion :

a. Appointment by promotion to the next higher post in the respective

discipline in any category shall be made on the basis of ‘Seniority-cum-

Merit’ from amongst the employees working in the lower category

having at least five years’ service on the said post in the steel Industry.

By Transfer:

a. By permanent transfer of services of surplus staff of company the

terms & conditions as Prescribed by company and adopted by the Board

from time to time subject to the approval of Register.

b. By permanent transfer of an employee on his own request and upon

the terms & conditions as prescribed by the company and adopted by the

board from time to time subject to the approval of Registrar.

COMMENCEMENT OF SERVICE:

Services shall be deemed to have commenced from the working day on

which the employee reports for duty. If he reports for the duty in the

afternoon’ the services shall be deemed to have commenced from the

following day.

8
ATTENDANCE AND LATE COMING:- No employee shall enter or

leave the premises of the Establishment accept by the gate or gates meant

for this purpose. An employee who is off his duty or has resigned or has

been discharged or declared by the competent Medical Authority to be

suffering from any contagious or infectious disease, shall immediately

leave the premises of the Established and shall not enter any part of it,

except with the express permission of the competent authority. 15 All

employees shall be liable to be searched both at the time of entry and exit

at the main entrance of the Establishment by an authorized person of the

same sex with due dignity. If more than one shift is working, the

employee shall be liable to be transferred from one shift to another.

SENIORITY:

The seniority of an employee under these rules shall be determined in a

particular category of post on the basis of the length of service on that

post provided that in the case of employees appointment by the direct

recruitment which join within the period specified in the order of

appointment or within such period specified by direct recruitment who

join with in the period specified in the order of appointment or within

such period as may from time to time be extended by the appointing

authority, subject to a maximum of one month from the data of order of

appointment, the order of merit determined, shall not be disturbed.

Provided further that in the case a candidate is permitted to join the

9
 service after the expiry of the said period of one month, his seniority

shall be determined from the data he joins the service.

POSTING AND TRANSFERES:

Managing Director shall be competent to post/ transfer any employee

within the establishment. He shall also be competent to transfer an

employee against any equivalent post or along with post.

2. TRAINING AND DEVELOPMENT OF EMPLOYEES.

"Employee Development" was seen as too evocative of the master-slave

relationship between employer and employee for those who refer to their

employees as "partners" or "associates" to be comfortable with. "Human

Resource Development" was rejected by academics, who objected to the idea

that people were "resources" — an idea that they felt to be demeaning to the

individual. Eventually, the CIPD settled upon "Learning and Development",

although that was itself not free from problems, "learning" being an over

general and ambiguous name. Moreover, the field is still widely known by the

other names. Training and development (T&D) encompasses three main

activities: training, education, and development. Garavan, Costine, and Heraty,

of the Irish Institute of Training and Development, note that these ideas are

often considered to be synonymous. However, to practitioners, they

encompass three separate, although interrelated, activities: ∑ Training:

10
This activity is both focused upon, and evaluated against, the job that an

individual currently holds.

Education:

This activity focuses upon the jobs that an individual may potentially hold in

the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization

employing the individual, or that the individual is part of, may partake in the

future, and is almost impossible to evaluate. The "stakeholders" in training and

development are categorized into several classes. The sponsors of training and

development are senior managers. The clients of training and development are

business planners. Line managers are responsible for coaching, resources, and

performance. The participants are those who actually undergo the processes.

The facilitators are Human Resource Management staff. And the providers are

specialists in the field. Each of these groups has its own agenda and

motivations, which sometimes conflict with the agendas and motivations of

the others. The conflicts are the best part of career consequences are those

that take place between employees and their bosses. The number one reason

people leave their jobs is conflict with their bosses. And yet, as author,

workplace relationship authority, and executive coach, Dr. John Hoover points

out, "Tempting as it is, nobody ever enhanced his or her career by making the

boss look stupid." Training an employee to get along well with authority and

11
with people who entertain diverse points of view is one of the best guarantees

of long-term success. Talent, knowledge, and skill alone won't compensate for

a sour relationship with a superior, peer, or customer.

3. APPRAISAL OF PERFORMANCE OF EMPLOYEES.

An employee performance appraisal is a process—often combining both

written and oral elements—whereby management evaluates and provides

feedback on employee job performance, including steps to improve or redirect

activities as needed. Documenting performance provides a basis for pay

increases and promotions. Appraisals are also important to help staff members

improve their performance and as an avenue by which they can be rewarded

or recognized for a job well don4e. In addition, they can serve a host of other

functions, providing a launching point from which companies can clarify and

shape responsibilities in accordance with business trends, clear lines of

management-employee communication, and spur reexaminations of

potentially hoary business practices. Yet Joel Myers notes inMemphis Business

Journal that "in many organizations, performance appraisals only occur when

management is building a case to terminate someone. It's no wonder that the

result is a mutual dread of the performance evaluation session—something to

be avoided, if at all possible. This is no way to manage and motivate people.

12
Performance appraisal is supposed to be a developmental experience for the

employee and a 'teaching moment' for the manager.

" PERFORMANCE APPRAISAL AND DEVELOPMENT

While the term performance appraisal has meaning for most small business

owners, it might be helpful to consider the goals of an appraisal system. They

are as follows:

1. To improve the company's productivity 19

2. To make informed personnel decisions regarding promotion, job changes,

and termination

3. To identify what is required to perform a job (goals and responsibilities of

the job)

4. To assess an employee's performance against these goals

5. To work to improve the employee's performance by naming specific areas

for improvement, developing a plan aimed at improving these areas,

supporting the employee's efforts at improvement via feedback and

assistance, and ensuring the employee's involvement and commitment to

improving his or her performance.

All of these goals can be more easily realized if the employer makes an effort

to establish the performance appraisal process as a dialogue in which the

ultimate purpose is the betterment of all parties. To create and maintain this

framework, employers need to inform workers of their value, praise them for

13
their accomplishments, establish a track record of fair and honest feedback, be

consistent in their treatment of all employees, and canvass workers for their

own insights into the company's processes and operations. A small business

with few employees or one that is just starting to appraise its staff may choose

to use a prepackaged appraisal system, consisting of either printed forms or

software. Software packages can be customized either by using a firm's existing

appraisal methods or by selecting elements from a list of attributes that

describe a successful employee's work habits such as effective communication,

timeliness, and ability to perform work requested. Eventually, however, many

companies choose to develop their own appraisal form and system in order to

accurately reflect an employee's performance in light of the business's own

unique goals and culture. In developing an appraisal system for a small

business, an entrepreneur needs to consider the following:

1. Size of staff

2. Employees on an alternative work schedule

3. Goals of company and desired employee behaviors to help achieve goals

4. Measuring performance/work

5. Pay increases and promotions

6. Communication of appraisal system and individual performance.

14
4. REMUNERATION OF EMPLOYEES

Employee Remuneration refers to the reward or compensation given to the

employees for their work performances. Remuneration provides basic

attraction to a employee to perform job efficiently and effectively.

Remuneration leads to employee motivation. Salaries constitute an important

source of income for employees and determine their standard of living.

Salaries affect the employee’s productivity and work performance. Thus the

amount and method of remuneration are very important for both

management and employees. There are mainly two types of Employee

Remuneration

1. Time Rate Method

2. Piece Rate Method

These methods of employee remuneration are explained below in detail

Employee Methods of Remuneration

1. Time Rate Method:

Under time rate system, remuneration is directly linked with the time spent or

devoted by an employee on the job. The employees are paid a fixed pre

decided amount hourly, daily, weekly or monthly irrespective of their output. It

is a very simple method of remuneration. It leads to minimum wastage of

resources and lesser chances of accidents. Time Rate method leads to quality

15
output and this method is very beneficial to new employees as they can learn

their work without any reduction in their salaries. This method encourages

employee’s unity as employees of a particular group/cadre get equal salaries.

There are some drawbacks of Time Rate Method, such as, it leads to tight

supervision, indefinite employee cost, lesser efficiency of employees as there is

no distinction made between efficient and inefficient employees, and lesser

morale of employees. Time rate system is more suitable where the work is

non-repetitive in nature and emphasis is more on quality output rather than

quantity output.

2. Piece Rate Method:

It is a method of compensation in which remuneration is paid on the basis of

units or pieces produced by an employee. In this system emphasis is more on

quantity output rather than quality output. Under this system the

determination of employee cost per unit is not difficult because salaries differ

with output. There is less supervision required under this method and hence

the per unit cost of production is low. This system improves the morale of the

employees as the salaries are directly related with their work efforts. There is

greater work-efficiency in this method. There are some drawbacks of this

method, such as; it is not easily computable, leads to deterioration in work

quality, wastage of resources, lesser unity of employees, higher cost of

production and insecurity among the employees. Piece rate system is more

16
suitable where the nature of work is repetitive and quantity isemphasized

more than quality.

5. SOCIAL SECURITY AND WELFARE OF EMPLOYEES PROVIDENT FUNDS:

Employees shall be entitled to the membership of the Employees Provident

Fund and other schemes under the employees Provident Fund and Misc.

Provisions Act’ 1952 irrespective of the pay drawn b him re-employed persons

shall be governed by the terms of their appointment. BONUS: Employees shall

b entitled to payment of the Bonus under the payment of Bonus Act, 1965 as

amended or re-enacted from time to time.

MEDICAL BENEFITS:

An employee, as and when covered under the PSI Act/Scheme, shall get

medical benefits as provided there in. An employee not covered under the PSI

Act/Scheme shall be entitled to medical benefits as may be decided by the

board from time to time with the concurrence of the company.

ALLOWANCE:

Dearness Allowance, Additional Dearness Allowance, House Rent Allowance,

City Compensatory Allowance, Rural Allowance and Other Compensatory

Allowance Shall be 23 Admissible to the Employees of the Life Insurance as per

the Decision of the Board with the concurrence of the company.

17
BENEFITS ADMISSIBLE IN THE EVENT OF DEATH OF AN EMPLOYEE DURING

SERVICE:

In case of death of an employee while in the service of company his family

members shall be entitled to the following benefits/ facilities at the

rates/scales and on the teams & conditions as approved by the board. Ex-gratia

grant. a. House Rent Allowance. b. Encashment of P. leaves. c. Priority for

employment of window/dependent of deceased employee. d. Special Ex-gratia

grant to the family members of an employee of the company Killed by terrorist

action. LEAVE: All the employees shall be entitled to the following kinds of

leave:-

PRVILEGE LEAVE (LEAVE WITH WAGES):

One day for every 18 days of service (for the purpose of calculation of days of

services, the period of Privilege Leave availed and leave without wages/

absence shall not be counted).

CASUAL LEAVE:

12 days per annum.

SICK LEAVE:

14 days per annum to those employees who are not covered by the ESI

Act/Schemes

7 days per annum to these employees who are covered by the ESI Act/Scheme.

18
RESIGNATION:

If a regular/permanent employee intends to leave the service of tendering

resignation, he shall have to give one month’s notice in writing, otherwise, he

shall have to deposit on emonth’s notice in writing, otherwise, he shall have to

deposit one month’s salary or salary for the period by which the notice falls

short of one month (for this purpose salary will include basic pay +all other

allowance admissible thereon, experts House Rent/Rural allowance,

Conveyance Allowance and Medical Allowance.)24 hours notice shall be

required for tendering resignation during probation period. The resignation

tendered by the employee may be accepted by the appointing authority.

SUPERANNUATION / RETIREMENT

Every employee shall be superannuated on the afternoon of the last day of the

month in which he attains the age of 58 years. Not with standing anything

contained in Rule 17.1 above, an employee may be permitted at his own

request to retire room the service attaining the age of 50 years or after 20

years of service at any time by the appointing authority provided three months

notice. A thing contained in rule 17.1 and 17.2 above, the appointing authority

shall, if it is of the opinion after reviewing the entire service record of an

employee that he is not fit to be retained in the service and that it is in the

interest of the Life Insurance. Major misconducts: Without prejudice to the

generality of the term,

19
“misconduct”

the following acts of communion or omission shall, interlaid, constitute specific

acts of Major Misconduct on the part of the employee:

1. Breach or habitual breach of any standing instructions or rules regulations,

conditions of the appointment letter or orders issued by the establishment

from time to time

2. Acting in any manner prejudicial to the interests or reputation of the

establishment, disregard of any operation & maintenance.

3. Negligence or habitual negligence of duty or laziness or in efficiency or

incompetence or malingering or neglect of work or carelessness in work, poor

or unsatisfactory performance intentionally. Bring narcotic, liquor or other

intoxicating things in premises or reporting.

4. Doing private or personal work during working hours, engaging in any other

trade, business profession, service of the Establishment without while in the

competent authority. PUNISHMENTS FOR MAJOR MISCONDUCTS:

One or more of the following punishments may be imposed on an employee

who is found guilty of a major misconduct, namely:-

1. Stoppage of one or more annual grade increments of pay with or without

cumulative effect

2. Recovery of damages or the amount of loss suffered by the Establishment on

account of misconduct of the employee.

20
3. Demotion to the Lower post.

4. Termination of service.

5. Dismissal from service.

PUNISHMENTS FOR MINOR MISCONDUCTS:-

One or more of the following punishments may be imposed on an employee

who is found guilty or minor misconduct, namely:-

1. Warning or Censure.

2. Making an adverse entry in his service record

3. Stoppage of one annual grade increment of pay with or without cumulative

effect for a period of six months.

4. Recovery of loss of goods expressly entrusted to the employee or more for

which he is accountable.

5. Recovery from his pay of the he is accountable, pecuniary loss caused by him

to the establishment by negligence or breach of orders.

6. Suspension without pay or subsistence for a period not exceeding 15 days.

PROCEDURE FOR AWRDING PUNISHMENT FOR ACTS OF MINOR

MISCONDUTS:

Where an allegation of minor misconduct is alleged against an employee, he

shall be called upon to explain his position.

PROCEDURE OF ENQUIRY AND PUNISHMENT FOR MAJOR MISCONDUCTS.

21
An employee against whom a major misconduct is alleged shall be served with

a charge Sheet by the competent authority clearly setting forth the imputation

of mis conduct and calling upon the employee to submit his explanation within

a period of 7 days, provided that such time may be extended for a maximum

period of 7 days , after the expiry of initial period of 7 days if sufficient reasons

are advised by the employee for seeking an extension, for which purpose a

written request will have to be made him. In case where the employee admits

in writing the charge(s) leveled against him, it shall be open to the competent

authority to award one or more of the punishments provided in these rules

without holding any enquiry. In the case of the explanation submitted by the

employee is found to be satisfactory, the matter will be dropped. In case the

employee fails to submit his explanation within the prescribed time or

extended time allowed to him or where the extended time allowed to him or

where the explanation submitted by him is not found satisfactory, the

competent authority shall appoint a person to hold an enquiry 27 and issue

ordered in this regards specifying there in the names of the Enquiry officers

and the Presenting officers. The accused employee shall be entitled to the

reimbursement of actual rail/bus fare only besides conveys undertaken by him

for inspection of relevant records and attending the enquiry proceedings at a

station other than his HQs. The enquiry officer shall on the conclusion of the

22
enquiry, submit his report in writing giving his findings with the reasons

therefore to the authority.

APPEAL AGAINST PUNISHMENT:

An appeal against the orders of the competent authority imposing

punishment, under rules 29 and 30 of these riles shall lie to the board of

directors of the company. The board shall constitute a committee consisting of

chairman, nominee of the company, nominee of RCs and nominee of NDDB to

examine the appeal on the basis of records. ß An appeal shall be filled within a

period of 30 days from the data on which the appellant receives a copy of the

order appealed against or is deemed to have received. ß The appellate

authority may after consideration of the case and on recording sufficient

reasons yet aside, reduce, confirm or enhance the punishment and its decides

to enhance the punishment, the accused employee shall be given an

opportunity to show cause against such enhancement.

SUSPENSION:

In a case where it is considered that the employee be suspended pending

enquiry, the competent authority may suspend the employee pending issues

of a charge sheet or subsequent domestic enquiry or till the final orders are

passed on the enquiry case. Where criminal proceeding against an employee in

respect of any offence involving moral turpitude is pending and the competent

23
authority is satisfied that it is necessary/desirable to place the employee under

suspension, the competent.

28 SUBSISTENCE ALLOWANCE DURING SUSPENSION:

An employee shall be paid during the period of suspension subsistence

Allowance @ 50 % of the wages to which the employee was entitled to

immediately preceding the date of such suspension for the first 90 days of

suspension and 75% of such wages for the remaining period of suspension. o

The payment of subsistence Allowance to the suspended employee shall be

subject to his processing a certificate every month about his having not taken

up any other employmentand his having remained at the head quarters.

24
 CHAPTER – IV
INDUSTRY & COMPANY PROFILE
3.1 INDUSTRY PROFILE

Since the Industrial Revolution, we have had many examples of how new discoveries
have translated into greater economic growth for the world. Before that era there was no real
concept of growth, except by conquest, plunder, or Exploration. Most People understood that
they were born with a particular status in life. It is no coincidence that Adam Smith’s “The
wealth of nations” appeared in 1776, at the beginning of the modern era, and we are still
indebted to him for his insight into an economic system that could accommodate and build on
this revolution. We must not lose sight of the miracle that growth rates since then have risen
remarkably, even though the world’s population was growing rapidly. Increasingly, jobs have
been found for this growing population at an amazing rate albeit unevenly in different
countries.
Although the early inventions of the industrial revolutions were not scientific but
largely empirical technology, later on, and especially in the twentieth century, science has
been essential to modern technologically based industry, and thus crucial to the great
economic growth described earlier. We decided some years ago to illuminate this question by
studying the chemical industry, the first science-based industry. As a science based industry,
it began in 1856 in the United Kingdom with the discovery of Synthetic Mauve by William
Henry Perk in, but it had earlier roots in science, which we explore briefly.
An account of this remarkable development is contained in our new book published in
1998 by John Wiley and Sons in conjunction with the Chemical Heritage Foundation, entitled
Chemicals and Long-Term Economic Growth, edited by Professor Nathan Rosenberg of
Stanford and us. We are indebted to that study for some of these remarks.

25
 The science of chemistry originated in the eighteenth century. The first truly scientific
chemist was Antoine Lavoisier, who systematically measured and studied chemical reactions.
Unfortunately, he was guillotined by that other revolution in 1794, not because of his
chemical knowledge, but because he was a tax collector for the Ancient Regime in orders to
earn a living.
Lavoisier had followers. The young German Justus von lei big, himself a student of
Lavoisier’s follower, Joseph Gay-Lussac established the systematic teaching of chemistry at
the University of Giessen in the early 1830s.In so doing, he originated the concept of the
research university, the institutional framework that would lead the German to dominate in
chemistry until late in the nineteenth century. That lineage has continued: M.I.T” s Warren K.
Lewis, the founder of modern chemical engineering, received his doctorate in chemistry at
the University of Breslau, as did many of his colleagues in other German universities
In 1845 the British recruited Liebig’s assistant, August Wilhelm von Hofmann, to lead
the newly established Royal College of Chemistry. One of Hofmann’s students was Perkin.
So here we see the intellectual chain from Lavoisier to Gay-Lussac to lie big to Hofmann to
Perkin-each building on his predecessor to the beginnings of the first science-based industry.
Our study focused on four representative countries that differentiated themselves from
one another and are therefore valuable for historical purposes, so illustrate how the influences
external and internal to the chemical firms of the world came to the affect the growth of the
industry. These countries were Britain, Germany, the United States and Japan.
The early version of the inorganic chemical industry was in some sense closer to
mining that the science –based chemistry of today. Perkin’s discovery in 1856 launched the
modern chemical industry.
Britain dominated the dyestuff industry until the 1870s. These were glory times for
England. The nation was rich. Its organic chemical industry making dyestuffs had the
technical know-how the largest supply basic raw material (coal), and the largest customer
base (textiles). But those advantages slipped away, and by the end of the 1880s the Germans
dominated the organic chemical industry. By1913, German companies produced about
140,000 tons of dyes, Switzerland produced 10,000 tons and Britain only 4,400 tons. The
American industry was a large producer of basic inorganic chemicals but for its organic
chemicals it depended mainly on German dyestuff and other imports except for domestic
production of explosives.

EVOLUTION OF INDUSTRY STRUCTURE:

26
 Two principal driving forces have been behind the industry’s growth in the past half of
century:

 Polymer science, which developed the synthetic fibers, resins, adhesives, paints, and
coatings that virtually define “modern” materials; and
 Chemical engineering. Which made it possible to produce these materials at costs
low enough to ensure their success (Aurora and Gambardella, 1998)

Petrochemicals are used as starting materials for polymer products. The United
States, which has abundant oil and natural gas reserves, was the first country to develop a
petrochemicals industry, beginning early in the century. World War II had a major impact on
technology and the industry’s structure. As part of the war effort, the U.S. government
funded large programs for research and production of synthetic rubber and created massive
demand for oil for aviation fuel. After the war the demand for cars and gasoline skyrocketed,
and by 1950 half of the total U.S. production of organic chemicals was based on natural gas
and oil. By 1960 the proportion was nearly 90 percent (Chapman 1991). Several oil
companies, most notably shell, Exxon, Amoco, BP and Arco, become major producers of
basic and intermediate chemicals derived from petroleum feed stocks.
The chemicals industry in Germany and Britain rebuilt and grew rapidly, shifting its
organic chemical production from coal to petrochemicals nearly as quickly as had the United
States. During the 1950s and 1960s, Japan made an astonishingly rapid entry into
petrochemicals, leading to a rapid growth of the chemical industry. Apart from the three
main keiretsu (Mitsui, Mitsubishi, and sumitomo), several other companies, such as Asahi
Chemical plants (Hikino et al, 1998)
The technological lead of U.S. chemical producers in petrochemicals was eroded as
oil companies and engineering design firms diffused the technology internationally.
Technology for producing a variety of imported products became more widely available.
Moreover, the development of a world market in oil meant that the oil and natural gas
endowments of the United States did not prove to be an overwhelming of comparative
advantage:
By the end of the 1960s, European countries and Japan had successes in closing much
of the gap with the United States. Since then, relative shares in world output have largely
remained constant, although in some sectors, such as pharmaceuticals, some relative changes
have occurred.

27
 Following the big technology push in the industry during the 1950s and 1960s,
technology diffused more widely than it ever had before. In addition to the efforts of SEFs,
increased competition and slower demand growth lowered the payoffs to traditional types of
innovations. Commercialization became more expensive and required ever more
sophisticated knowledge of customers and the market. Faced with overcapacity, the industry,
drive in part by the relentless pressure from shareholders and their representatives. Major
realignments of the product portfolios of many firms followed, with many firms followed,
with many mergers, divestitures, and acquisitions and the rise of entirely new firms in the
industry.

During this phase, many firms cut down on R&D and refocused R&D expenditures on
shorter-term projects and away from more fundamental research. In the past couple of years,
there are some indications that the industry may be entering a new phase of technological
change, and R&D spending appears to be picking up also, as well as increased activity in
transporter acquisitions in addition to domestic ones.
The adjustment of the new equilibrium was slow and painful. Economies of large-
scale production meant that existing producers had sunk large investments in capacity,
especially in the basic intermediates. The problem was magnified because many chemical
and petrochemical operations were highly integrated, both vertically and horizontally.
The process of restructuring illuminates how the strategic importance of different
types of investments. Together with the nature of corporate strategy and corporate
governance, changes as a high technology industry nature. During the first phase of
restructuring, the industry rationalized capacity by phasing out older and less efficient
capacity. This phase of the restructuring appears to have been accomplished in the United
States by the mid-1980s. It was followed by a restructuring in the corporate sector that
reached its peak in the United States in the late 1980s, but continues today. Restructuring in
Western Europe appears to have lagged behind the United States by about five years or so.
The process of restructuring has been most marked in the basic and intermediate
petrochemicals, the sectors with the strongest competition. Several traditional chemicals
companies in the United States and Europe are exiting from some of their commodity
chemical businesses and moving downstream, focusing on businesses where product
differentiation based on quality and performance allows for higher margins. In their place,
oil companies such as shell, BP, Exxon, Arco, and Amoco (now BP-Amoco, soon absorb
Arco) and other firms such as Vista, Quantum, Cain, Sterling, and Huntsman have stepped in
many of the latter are new firms that have taken over the exiting commodity chemicals
28
businesses of firms such as Conoco, Texaco, Monsanto, and USX. In Europe as well, new
focused firms such as Borealis, Clarian, and Montello have been formed by merging
businesses of existing companies. The new companies seem to be separating into those that
produce high value added, specialty chemicals and those that manufacture larger-volume
commodity chemicals.
CHEMICAL INDUSTRY MAP IN INDIA

29
 COMPANY PROFILE

Chaitanya Chemicals was started humbly in 1991, with the production of Barium
chloride. The company is led by the co-founder Mr. S.V. Rama Moorthy and Mr. G.V.
Chandra Mouli, Chaitanya chemicals today is the largest manufacturer of Barium Chloride
Barium carbonate, Barium nitrate, Barium Hydroxide, Barium sulphide Sodium Hydro
sulphide, Sodium sulphide Chaitanya chemicals are currently exporting to quality conscious
customers in USA, Japan, Singapore, Middle East, France, Taiwan, Germany etc. Till to
dates all Barium chloride leaving Indian shores is manufactured at Chaitanya Chemicals is
located at Kadapa, Andhra Pradesh in South India. India is the second largest producer of
Barites (raw material for all Barium Salts) and all of that Barytes is mined at Kadapa, our
home town. The availability of the best quality raw material (free of strontium & other heavy
metals), commitment of the management for excellence and spirited team work of all the
work force have made Chaitanya Chemicals stand at par with the best suppliers in the world
in terms of quality and competitiveness.
History of Chaitanya Chemicals
Chaitanya Chemicals was started humbly in 1991 with the production of Barium
Sulphide. As a result of their perseverance to quality since inception with highly motivated
work force and with inception, with highly motivated work force and Cutting edge
management led by Mr. S.V. Rama Moorthy and Mr. G.V. Chandra Mouli, Chaitanya
chemicals today is the largest producer of barium chloride and Sodium Hydro Sulphide in
India. With the state of the art technology in the production line and an excellent R&D to
complement, Chaitanya Chemicals now export it products to countries in the North America,
Europe and the Middle Europe and the Middle East and has become a synonym to Barium
chloride andsodium Hydro Sulphide in India.

30
 Established in 1991 Chaitanya chemicals today is the largest manufacturer of Barium
Chloride (15000 MT per annum) and sodium Hydro (10000 MT per annum) in India. The
company is led by the co-founders of Mr. Rama Moorthy and Mr. Chandra Mouli.
Chaitanya chemicals today manufacture:
 Barium Chloride
 Barium carbonate
 Barium nitrate
 Barium Hydroxide
 Barium sulphide
 Sodium Hydro sulphide&
 Sodium sulphide.
Chaitanya chemicals are currently exporting to quality conscious customers in USA,
Japan, Singapore, Middle East, France, Taiwan, Germany etc. Till to dates all Barium
chloride leaving Indian shores is manufactured at Chaitanya Chemicals
Chaitanya Chemicals is located at Kadapa, Andhra Pradesh in South India. India is
the second largest producer of Barites (raw material for all Barium Salts) and all of that Barites
is mined at Kadapa, our home town. The availability of the best quality raw material (free of
strontium & other heavy metals), commitment of the management for excellence and spirited
team work of all the work force have made Chaitanya Chemicals stand at par with the best
suppliers in the world in terms of quality and competitiveness.
CHAITANYA CHEMICAL (NEW UNIT)

Year of Establishment : 2009

Products : Barium chloride, Barium Carbonate, Barium sulphide, Sodium

hydrosulphide, Sodium sulphide

Capacity : Barium chloride -10,000 MT per annum

Barium Carbonate-5000 MT per annum
Barium Sulphide-20,000 MT per annum
Sodium Hydrosulphide-3000 MT per annum
Sodium sulphide- 3000 MT per annum

Certificates : In process

No of employees : 75

Location : Plot # 5 &6, IDA, Kadapa, Andhra Pradesh

31
 This is the latest addition to our manufacturing plants. This plant is equipped with state of
the art infrastructure. Production line is totally automated thus avoiding human errors.

CHAITANYA CHEMICAL

Year of 1987
Establishment
Products Barium chloride (dihydrate and anhydrous), Sodium hydrosulphide,
Sodium sulphide
Capacity Barium chloride -5000 MT per annum Sodium Hydrosulphide-1500
MT perannum Sodium sulphide- 1000 MT per annum
Certificates ISO 9001:2000,
No of employees 75
Location Rami Reddy Kottalu, Vallur Mandal, Kadapa, Andhra Pradesh

This is the first of our plants. We have been exporting Barium chloride from this plant
for the past six years.
CHAITANYA INDUSTRIES

Year of Establishment : 2004

Products : Barium sulphide
Capacity : Barium sulphide -9000 MT per annum
Certificates : -----
No. of Employees : 45
Location : Plot # 9, IDA, Kadapa. Andhra Pradesh
Quality of Chaitanya chemicals products
32
 Since its establishment Chaitanya chemicals has been maintaining highest standards
in quality control. To keep up the standards Chaitanya chemicals has a committed team of
personnel monitoring the manufacturing process and manufactured products. We are
Chaitanya chemicals are totally committed to customer satisfaction. we shall deliver products
of exceptional quality and tailor made to the specifications of our customers.
Chaitanya chemicals believe that every person is the organization is important and we
create an environment where all employee contribution to contentious improvement of our
business process. Chaitanya chemicals wish to be the most reliable supplier of barium salts in
India and abroad. We wish to achieve our goal by delivering our customers products
excellent quality delivered right on time, through our commitment to continual improvement
of the business process thus cutting down costs and improving Chaitanya chemicals
competency in the global market

Chaitanya Chemicals Products

1. Barium Chloride Hydrous (BaCI2, 2H2O)
Description:

White crystalline powder free flowing production capacity is 5000 tones per annum.

Applications:

 Water treatment such as –Removal of sulphate Ion from brine solutions in Color-

Alkali plant Used in pigments

 Used in manufacture of states, Hydroxides and peroxides

 Used as a catalyst in petrochemical products

Specifications:

Purity Min 99%

Sodium Max 0.03%

Calcium as ca Max 0.003%

Magnesium Max 0.01%

Sulphur as s Max 0.02%

Iron as fee Max 0.005%

Strontium Max 0.005%

33
2. Barium chloride Anhydrous (Bacl2):
Description: White crystalline powder free from moisture and is free flowering.
Applications:
 As one of the incredible in heart treatment salts.
 Have almost the same specifications as the Barium Chloride hydrous material. The
moisture content is less than 0.5%
3. Sodium Hydro Sulphate (NaHS or NaSH)
Description:
Clear lemon yellow solution free from any suspension impurities.
Production capacity of 400 tons per month.
As 31% solution, as 71% flakes (yellow)
Applications:
As source of Hydrogen Sulphate

 Used in tanneries for Dearing of hides

 As a reducing agent in chemical processes

Specifications:
Nash solution flake Min 31%,Min71%
Na2s content Less than1%
Iron as Fe Less than 0.1%
Color Lemon yellow transparent
Ammonia ,Caustic and Mercaprians Almost free
4. Sodium Sulphate flakes (Na2s Flakes)
Description:
Clear lemon yellow solutions free from any suspension impurities.
Production capacity of 400 tons per month.
As 31% solution, as 71% flakes (yellow)
Applications
 Used in dyes, intermediate and in tanning industry
Specifications:
Na2S% 58-60 Grade I
50-52 Grade II
Both red and yellow (iron Free) Flakes Available
5. Barium Sulphate precipitated (BaSO4):

34
 Commercially called as Balance Fixed. Production capacity of 350 tones per month.
We produce Nano scale Barium sulphate with the average particle size less than 0.8 microns.

Applications:
 Used in powder coatings.
 Used in paints and pigments.
 Used in batteries
 Printing links.

We produce different grades of Barium Sulphate for different applications. Please contact
us for specification and further details.

6. Barium sulphate precipitated (Epoxy putty grade):

This material has flower oil absorption and has higher bulk density when compared

to powder coating grade.

Applications:

As a filter in epoxy putties

Color White powder free from order

PH Between 6.5 and 8

Oil Absorption per 100 ml 12gmd to 15gmd

Bulk Density 1.4 to 1.65

Mesh in BSS -0-100 0.3%

100-200 0.7%

200-300 2.5%

Carbonates Nil

We also process heavier grades and natural grades of Barium sulphate which are used

as filters in paints, powder coating and crockery’s.

7. Barium Nitrate:

35
 This material is the form of clean White crystal free from foreign matter. The particle
size of the material will be as per the requirement.

Applications:
 Used in explosive and pyrotechnic compositions.
Specifications:
Moisture 0.5%

Matter insoluble in water (total) 0.5%

Matter insoluble in water (organic) 0.1%

Hygroscopic 0.5%

Chloride (as NaCI) 0.25%

Chlorates To pass net

Nitrites (KNO2) 0.03%

Sodium compounds 0.5%

Ammonium compounds (as NH3) 0.01%

Calcium compounds (as calcium Nitrate) 0.05%

Barium Nitrate content as Ba (No3)2 99.00%

Chaitanya Chemicals Vision:

Is to be the most reliable and reputed supplier of Barium salts in the world we wish to
achieve through our commitment to quality and spirit of team work. Our vision is to the best
suppler in the field of barium chemicals in India and to be the one stop for all barium
chemicals. To realize this, we are in the pursuit increasing our range of products and we hope
to increase our presence in the world market with a promise of the best quality, unlimited
quantity the best quotation and the best service

COMPETITORS:

1) M/S VISHNU CHEMICALS

2) M/S ATHIYAPPA CHEMICALS

36
 MANAGEMENT OF CHAITANYA CHEMICALS
1. Managing partner : S.V. Rama Moorthy

2. Executive Partner : G.V. Chandra Mouli

3. Management Representative : S. Guru Shankar

37
RESEARCH METHODOLOGY

In order to cope up with the emerging challenges due to tough global

competitions, the way out for this is to produce quality products at reasonable

prices. This is possible only through an organization culture of quality

consciousness and enhanced productivity. Optimal utilization of resources

38
especially the human resources are one sure way of meeting this objective.

That’s why proper induction of an employee is very important.

STATEMENT OF THE PROBLEM

The topic selected for the study is “Human Resources Management” The main

theme of the project is the analysis and interpretation of practices of the

employees using Human Resources as a tool. It is prepared to know whether

the company is preparing well or not; performance of the company and about

its competitiveness by the analysis and interpretation of the Human Resources

Management Process. A critical study of the effectiveness of Human Resources

Management system and suggest ways for improvement. The problem lies in

identifying relationship, mutual understanding between the management and

the employees. The Human Resources Management system provides detailed

information about person so that the management can take appropriate steps

to improve and achieve the organization goals and help to maintain the

smooth relationship between them.

NEED OF THE STUDY

Provides information about the performance ranks, basis on which decision

regarding salary fixation, confirmation, promotion, transfer and demotion are

taken. 30 Provide feedback information about the level of achievement and

behaviour of subordinate this information helps to review the performance of

the subordinate, rectifying performance deficiencies and to set new standards

39
of work, if necessary. Provide information to diagnose deficiency in employee

regarding skill, knowledge, determine training and developmental needs and

to prescribe the means for employee growth provides information for

correcting placement.

LIMITATION

a) The time limit to complete the project was less.

b) There are lot of difference between authors of same subject.

c) All data collection is based on books, internet and employees of different-

different companies.

d) The information provided by the companies is not very specified and clear

in order to analyze the statement. e) The basic nature of these statements is

historical and past can never be precise. f) Analysis of primary data is done on

the assumption that the answers given by the respondents are true and

correct. g) Most of the employees are not ready to share the information.

RESEARCH OBJECTIVES

The current research will be aimed at determining the Human Resources

Management at Indian companies. The research will be focused on the

following major issues.

a) To study the significance of Human Resources Management.

b) To study the system development at Indian companies

c) To measure the factors related to Human Resources Management. 31

40
d) To study the employee relation and executive response for Human

Resources Management in Indian companies.

SCHEME OF RESEARCH

The following methodology was adopted in project ß Comprises of

understanding the theoretical concepts in general. ß Questionnaire study ß

Analysis of the primary data ß Analysis of the secondary data

RESEARCH DESIGN

Research design means a specified framework for controlling the data

collection. The research is of descriptive in nature, which could provide an

accurate picture of induction procedure conducted in the organization.

Descriptive research includes surveys and fact-finding inquiries of different

kinds. The research is of Ex post facto nature in which researcher no control

over the variables has. Statistical method lay stress on objectivity rather than

rely on intuition and judgment and average & percentages can easily be

calculated. The statically method needs the collection of data in two forms 1.

Primary data

2.Secondary data

1. PRIMARY DATA

The primary data are those, which are collected afresh and for the first time,

and thus happen to be original in character. The data on the required

41
information is collected from actual persons using the product/ services. This

data is more suited for the objectives of the project.

2. SECONDARY DATA

The data which have already been collected by someone else or taken from

published or unpublished sources and which have been already been passed

through the statistical process.

MODE OF DATA COLLECTION

The study is based on Secondary data which includes:- Secondary Data will be

gathered from books and journals on Human Resources Management, data

available in different-2 companies’ websites, and other HRM websites

CHAPTER NO. 5

 FOCUS GROUP

 SAMPLING METHODS

 SAMPLE SIZE

 TOOLS USED

 DATA ANALYSIS AND INTERPRETATION

FOCUS GROUP

The following Human Resources Management is highlighted in this project.

42
1. The main focus in this project is given on the recruitment and selection

process of the company. If the company is select the right candidate for the

right person then the company has not to spend the money on the recruitment

process, if the company can select the right candidate, the candidate can easily

spend latest 5-7 years with the organisation.

2. Second main focus is given in this project report is working hours and

working environment of the company. The company working conditions is

suitable for all employees or not, and environment is good for female

employees or not.

3. Whether the employees are satisfied with the health, safety, welfare facility

provided by the company or not.

4. Whether the company increment process and promotion process is liked by

the employees or not. 5. Training policy of the company is good for employee

learning or not. And there are so many other thinks which is not taken in this

project due to time shortage and difficulty in collection of the data

SAMPLING METHODS

SAMPLE SIZE

Sample Size : 100 Employees of different local companies.

Sampling Method: Sampling was done on the basis of Random sampling.

43
TOOLS USED MOTIVATIONAL TOOLS

Motivating for work is inseparable to continue productivity. But work when

itself serves as motivation then progress is inevitable. The organization must

take great care to motivate its employees through various methods.

Promotion may be one of the best motivational factors. Promotional basis

could be

 work performance

 qualification

 performance evaluation

 skill enhancements

Initiative steps taken. v Organization may also provide fringe benefits such

as

 leave travelling allowance

 medical

 free transportation

 ESI (Employee State Insurance)

 Furnishing scheme

 House lease

 Hospitalization

44
WELFARE ACTIVITIES

The organization may adopt welfare policies such as

 Transportation facility

 Canteen facility with breakfast, lunch and dinner facility along with

refreshments.

 Canteen could be free, subsidized, paid. But the most preferred one is

through subsidized mode.

 The organization must also possess first aid facilities for its staff. A well-

versed rehabilitation of injured staff and an on duty doctor or an

ambulance should be always provided.

 The organization must also possess a grievance handling committee

despite a union to take an action for their problems. It could be a three tier

of four-tier grievance committee.

DATA ANALYSIS AND INTERPRETATION

Data Analysis and interpretation is conducted on 100 employees of Local

Companies.

1.How long you are working in the organization?

45
Finding

46
From the chart that 48 employees are working for more than 10 years. Even

no. of employees working between 5-10 years are 30. This shows that most of

the employees are satisfied with their job. The attrition rate of the company is

very low. This indicates that employee are satisfied and their respondent were

interviewed and it was found that employee to know while they are continuing

in their company for more than 10 year and followed that they are overall

satisfied

2.Are you comfortable with the working environment?

47
Finding

50% of employee express as a good environment remain. From the remaining

50% about 40% says a satisfactory job environment only about 10% feels bad

working environment is there. There are not satisfied with the way they are

given the work. They feel there is the bias is there

3. What are the various sources of recruitment in your organization?

48
Finding

About 58% of recruitment through both internal and external source and 26%

of recruitment through internal source and 16% of recruitment through

external source

4. Whether the employees are satisfied with the health, safety, welfare

facilities provided by the Company?

49
Finding

It shows that 76% are satisfied and 24% give a negative reply. After further

interviewing the respondent that there has to be the further health check-up

like cancer and other test health policy.

50
5. Are you satisfied with recruitment process of your company?

Finding

51
About 65% of employee are satisfied with recruitment process in the company

because as per their vacancy in the organization the manager check the C.V. of

that candidate whatever they want from the candidate is to be there or not

and then personal and technical interview and 35% are satisfied recruitment

process as the candidate may have competence but it is not mention in the CV

and may not have preferred well were rejected.

CHAPTER NO. 6

FINDINGS OF STUDY:

The findings during the work carried out by me can be categorized into two

A) Positive findings:-

1. A majority of employees feel that recruitment process carried out in their

companies are satisfactory. Management is also satisfied with the process of

recruitment to some extent.

2. Most of the employees feel that the HR department is good. About 58% of

the managers say that they prefer both internal as well as external source for

recruitment and selection.

3. Almost all the employees are satisfied with the training activities conducted

in the organisation. 68% of the employees have achieved their training

objectives.

52
4. Superiors are very supportive and helps their sub-ordinates in achieving

their objectives

5. The management has understood the importance of systematic appraisal

system & they are taking every effort to implement it properly.

6. The training programme arranged for performance appraisal is good. The

trainer is also very effective to make the employees understand the concept.

7. The performance appraisal training programme is appreciated by the

employees & they are really benefited by it.

B) Negative findings:-

1. Some employees were moderately or not much satisfied with the process of

recruitment.

2. Since rules and regulations are very dynamic, so most of the employees face

difficulty to adjust with them.

3. Most of the candidates do not turn up when they are called up for the

interview.

4. Regional behaviour and language influence is higher during training and

even after delivering their language; the desired effects are not seen. 48

5. Most of the employees slowly understand the importance of performance

appraisal. SUGGESTIONS

As in the competitive world where the need for every organization to prove

itself the best and make an outstanding and remarkable progress is the need,

53
no fact could be left ignored. Every organization must know the shortcomings

and must try to go for building up the shortcomings. An ethical practice in any

organization could only be achieved if the organization works for the well

being of its employees. Every organization must possess a basic structure and

the organization must be capable enough to reward its outstanding performers

and must appreciate the initiative works. According to the survey been

conducted with various HR heads of various organizations here are few

suggestions from their side:

INDUCTION PRACTICES

Induction is must in every organization for all level of employees to make them

well known of the industry they are working in.

The best ways to perform induction may be through

 Lectures

 Power point presentations prepared explaining company’s policies.

 Through SOPs (Standard operating procedures)

 Manuals

 But the most adopted one is through personal induction.

The induction program must follow a proper feedback from employees been

put into the program which is again an ethical practice and is achieved by

 Induction scheduling

 Opinions from supervisors o

 Feedback forms.
54
RECOMMENDATIONS

 For all the programs the organization must follow feedback method to

understand the effectiveness of any practice in a better way.

 Holistic views of induction should out show both positive and negative

aspects of the organization. This ultimately let the employee know about

both the phases of the policies adopted by the organization.

 Practice of providing a brief presentation of the company and a booklet

for rules and regulations of company must be maintained so that the

employee could go through it whenever required. Individual should

concentrate more while training.

 When an organization invests on training of an employee, the purpose of

training serves the mutual benefit of both organization and the employee.

 Thus, the employee should be more oriented towards drawing as much

benefits as he can. Employees are supposed to understand their role for

particular training program.

 Company must maintain training manuals or training charts and training

report submitted by the trainee. This, practice not only keeps a

maintained record of the programs been conducted but also keep the

employee known of the knowledge gained by him which could later be

utilized.

55
  A pre- evaluation and post evaluation practice should be followed to

understand the success of training and the training could be then

effectively used to fill gaps later.

 Continuous training module should be conducted, personality

development training should

 To motivate the employees ß Performance awards could be given every

year. ß

 Incentives could be paid.

 Salary saving schemes could be provided

SUGGESTIONS

 Employee’s family’s involvement in motivating employee is the key

element.

 It creates a special pressure point.

 Drawing competitions of children could be organized.

 Special training for wives could be arranged to teach them what are the

dos and doesn’t.

 Special scholarships could be announced for the children of employees

securing good marks.

 Management by objective should be adopted.

 The practice should be objective to avoid biasness.

 Kaizen award could be given to the implementer of best suggestion

56
 CHAPTER NO. 7

CONCLUSION

At last I want to say that while recruitment and selection identify acceptable

candidate, the process still continue with induction program for the new

employee, we can further fine tune the fit between the candidate’s qualities

and the organization’s desire. Then to make the employees more skilled

behavioral training may be provided. It makes the positive impact of any

organization, but it needs a lot of money, time, attention and guidance. It is

just like only taking, not giving or taking the starting benefits and when the

time comes for returning back you just quit the job. So it is not always fruitful.

The employee motivation is needed to be built up through constant attempts

of the organization.

The organization may adopt various methods for motivating the employees. It

may be by providing recreational activities such as tours, picnics, family

outings, annual days, sport days, functions, and parties.

The organization must consider its employees as its family members and must

provide some profit sharing policy such as ESOPs , bonus, and shares. the

organization may provide fringe benefits. Welfare activities to be undertaken

by the organization may include various facilities such as uniform for the

57
employees for whom HR department is responsible for its maintenance and

providing it. Last but not the least rewards are the main motivational activity,

which may be monetary and non-monetary rewards.

At last to conclude, I would like to say that with enthusiasm that it was a great

experience working with many experienced people working at senior positions.

Interacting and spending time with the people rich in learning experience. The

people were very cooperative and helpful and encouraging. It is an experience

to be cherished for a long time. It was great of learning so much about HR

practices and implementing them. I’m really thankful for all the senior

members who explain me the working strategies and methodologies of

CHAPTER NO. 8

SUMMARY OF THE PROJECT REPORT (SYNOPSIS)

S.NO. PARTICULAR

1 TITLE OF THE PROJECT

2 STATEMENT OF THE PROBLEM

3 OBJECTIVES OF THE STUDY TITLE:

HUMAN RESOURCES MANAGEMENT

Human resource management is a process of bringing people and

organizations together so that the goals of each other are met. The role of HR

manager is shifting from that of a protector and screener to the role of a

58
planner and change agent. Personnel directors are the new corporate heroes.

The name of the game today in business is personnel. Nowadays it is not

possible to show a good financial or operating report unless your personnel

relations are in order. Over the years, highly skilled and knowledge based jobs

are increasing while low skilled jobs are decreasing. This calls for future skill

mapping through proper HRM initiatives. Indian organizations are also

witnessing a change in systems, management cultures and philosophy due to

the global alignment of Indian organizations. There is a need for multi skill

development. Role of HRM is becoming all the more important.

STATEMENT OF THE PROBLEM

The topic selected for the study is “Human Resources Management” The main

theme of the project is the analysis and interpretation of practices of the

employees using Human Resources as a tool. It is prepared to know whether

the company is preparing well or not; performance of the company and about

its competitiveness by the analysis and interpretation of the Human Resources

Management Process. A critical study of the effectiveness of Human Resources

Management system and suggest ways for improvement. 54 The problem lies

in identifying relationship, mutual understanding between the management

and the employees. The Human Resources Management system provides

detailed information about person so that the management can take

59
appropriate steps to improve and achieve the organization goals and help to

maintain the smooth relationship between them. OBJECTIVE OF THE STUDY

To find the relation and effect of Human Resources Management with

organization effectiveness.

1. To understand the recruitment procedure adopted by the Indian companies

2. To understand the HR Practices and policies adopted by Indian companies.

3. To identify the training and development program adopted by the Indian

companies

4. To identify compensation salary increment policy adopted by the Indian

companies

5. To identify the present performance of an employee being appraised

through career advancement.

6. To identify employee welfare scheme launch by the govt.

7. To identify working hours of the Indian companies.

8. To provide better employee health, safety, welfare facilities as per their

standard policies.

9. To understand the quality circle is beneficial for solving the problem

ANNEXURE

This questionnaire is to study the “HUMAN RESOURCES MANAGEMENT”. You

are requested to please give few minutes to fill the questionnaire and provide

60
us with valuable information. All the information provided by you will be

treated as confidential. We will be glad to share the summary of the survey

with you ….

Instructions

You may mark more than one option if relevant.

You are free to put your remarks in every blank provided.

1) Name of the company_______________________________________

2) Complete address__________________________________________

3) Name of HR head__________________________________________

4) E-mail address_____________________________________________

5) Telephone no.______________________________________________

6) Work force of the company____________________________________

7) Turnover rate_______________________________________________

8) does your organization have other manufacturing units in India (Yes / No)

9) if Yes, how many permanent employees do u have in each

(1)_________________ (2)_________________(3)_____________

INDUCTION PROGRAM

1) Does the company provide induction for new employees (yes/no)

2) What are ways of induction o

 Diaries o

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  Manuals o

 Brochures o

 Company cd’s o

Any other, please specify________________________________

3) Who participates in delivering the function ?

 HR department

 Related department

 All departments

 Any, other please specify______________________________

4) Does induction is

 Same for all

 Different for different levels

5) Induction related to which areas are provided____________________

6) What is the duration of induction program `____________________

7) How does the company evaluates the effectiveness of induction program

being conducted o Feedback method

0pinion from supervisor

Employee satisfaction surveys

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Performance evaluation

Any other, please specify__________________

8) Do the organization follow any induction scheduling______________?

9) Any other best induction practices you would like to share __________

_________________________________________________________

BEHAVIORAL TRAINING

1) How does the company recognize the need for training?

 Through questionnaires

 Performance monitoring

 Reference from supervisor

 Absence in pride

 Defective quality productive

 Unsatisfactory promotions

 Anyothers,pleasespecify_______________________________

________________________________________________________

2) What type of training is conducted?

 On the job training o Class room sessions

 Online training

 Apprentice Training

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 Outdoor training

 Any other please specify _____________________________

3) Who gives the training?

 Internal trainer

 External trainer

 Any other, please specify______________________________

4) what is the percentage of employee involved in training_________

5) what is the annual budget for training______________________

6) what is the module duration of training_________________________

7) How do you take feedback of training program__________________

____________________________________________________

8) Please provide us any other information to help us understand the

measurement of training effectiveness_____________________________

9) Any best practice in training you would like to

share____________________________________________________

MOTIVATIONAL TOOLS

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 1) Does the company provide any recreational activities( you can

mark more than one option in case applicable) ?

 Picnics

 Tours

 Family outings

 None

 Any other, please specify _____________________

2) 2) Does the company provide any profit sharing policy ?

 ESOP’S

 Bonus

 Shares

 None

 If any other, please specify___________________________

3) Does the company take up initiative for improving interpersonal

relationship ?

 Parties

 Functions

 Get together

 Community meeting

 Any other, please

specify---------------------------------------------------------------

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 4) does the company provide any retirement benefits ?

 Gratuity

 VRS( voluntary retirement scheme)

 PF (Provident fund)

 Pension

 Old age security

 Any other, please specify_______________

5) What are the promotional bases adopted by the organization

_________________________________________________________

6) What are the fringe benefits provided by an organization____________

_________________________________________________________

7) Any other motivational initiative you would like to share with

us________________________________

WELFARE ACTIVITIES

1) Does the company provide any transportation facilities (yes/no)

2) If yes, what type of facilities have been provided___________

____________________________________________________

3) Does the company provide uniform for its employees(yes/no)

4.If yes,
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 Who is responsible for providing these uniforms

 Who take care of their maintenance

5) Does the company has well establish cafeteria/canteen(yes/no)

If yes,

6) What facilities are provided?

 Lunch

 Breakfast

 Dinner

 Snacks

7)Payment Mode

 Free

 Subsidized

 Paid

8) Does the company has any special aid facility( you can mark more than

one option if applicable)

On duty doctors

Any collaboration with hospitals o Ambulance for emergency

First aid kit o None o Any other please

specify_________________________________

9) Does the company adopt any on job safety measures

 Fire safety
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  Electric/ shock safety

 Radiation safety (if any)

 Any harm while handling the machinery

 None

 If any other please specify______________________________

10) What policy do the company has for rehabilitation of injured

staff__________________________________________________

11) What are the grievance handling procedures of the organization ______

_____________________________________________________________

12) Any other welfare related initiative you would like to

share______________

________________________________________________________________

__

BIBLIOGRAPHY

Books

 PERSONNEL / HUMAN RESOURCE MANAGEMENT

DECENZO & ROBBINS

 HUMAN RESOURCE MANAGEMENT

GARY DESSLER v PERSONNEL

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  HUMAN RESOURCE MANAGEMENT

ROBERT L MATHIS

JOHN H. JACKSON

 HUMAN RESOURCE MANAGEMENT

DEEPAK BHATTACHARYA

Websites: - http://en.wikipedia.org/wiki/Human_resource_management

www.cityhr.com

THANKYOU VERY MUCH FOR YOUR SUPPORT!!

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