CHAPTER-1 INTRODUCTION TO PROJECT

EXECUTIVE SUMMARY The importance of personnel management is being increasingly realized in industrial and non-industrial organization both in India and abroad. The realization has come about because of increasing complexity of the task of managers and administrators. In most organizations the problems of getting the competent and relevant people, retaining them, keeping up their motivation and morale, and helping them to both continuously grow and contribute their best to the organizations, are now viewed as the most critical problems. o with this reference the pro!ect titled "ules # "egulations has been conducted, based on the primary research in "ana $olycot has been prepared to get a better insight into the management practices adopted by "ana $olycot with reference to "ules # "egulations prepared by the %" department in organization. It emphasizes on the importance of a clear cut organization structure and culture to avoid any confusion in order to achieve maximum result with minimum resources. The pro!ect is aimed to cover maximum knowledge of the "ules # "egulations practices followed in the organization and how they are implemented, what primary factors are considered,. %ere the "ules # "egulations of the company have been explained to understand how the company follows these practices The practical knowledge has been gained mainly by observing all the activities taking place in the %.". department. This is a brief study done to have understanding of the sub!ect, how it is practically implemented, why it is necessary, its implications # the benefits.

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INTRODUCTION TO TOPIC %" $ractices The success of any business depends as much on appropriate, effective, wellcommunicated, %" and business practices as it depends on meeting the re'uirements of mandated laws and regulations. In fact, good planning and the development of effective practices make regulatory compliance much easier. %" practices helps in increasing the productivity and 'uality, and to gain the competitive advantage of a workforce strategically aligned with the organization(s goals and ob!ectives. )$I*s +or %" $ractices ,mployees( clarity on %" policies ,mployees( clarity on roles, responsibilities and expectations -evelopment of 'ualitative staff .umber of %" issues arising for which there are no clear policies and guidelines /ompetitiveness of compensation structure relative to industry benchmark 0sefulness and accuracy of compensation survey 1ead time to respond to staff welfare issues ,mployees( assessment of promotion criteria and process 2clarity, fairness3 4easurement of %" policy violation 5verage time re'uired to fill vacancies $roportion of training programs resulting in productivity improvement taff attrition rate 0nderstanding 6 /larity of the 7rganizational philosophy 7utline Internal capabilities and identify gaps on skills-competencies-behavioral aspects $repare %" strategic 7b!ectives and bring in clarity as to how the %" strategy supports the organizational strategy
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RULES AND REGULATIONS ,very organization possesses an %" in the organization and when there lies %" there are certain rules and regulations that every employee needs to follow. 5lthough rules seems to act like dominance on employees but an efficiently build %" rules and regulations will help develop employee(s skills and caliber in the long run. They will also help in achieving employee goals while being in the organization. These eight steps will help you achieve your compliance goals9 5s times change the laws undergo changes and these changes are for the good of the organization. These help to educate self. %ence staying update on the current changes in %" laws is essential to establish appropriate policies and communicate them to your employees. %ire an %" staff with the experience and skills re'uired to support an effective compliance process. If you can*t hire someone full-time, contract with an %" consultant. It*s also smart to get a good %" lawyer to work with your staff as necessary. /reate an %" policy manual and regularly update it. 7r develop a handbook that meets your initial needs and can be expanded over time. :our lawyer should always review your handbook and any new policies before you implement them. ince they have the most significant day-to-day interactions with employees, review your policy manual with each manager. 4ake sure they understand that they must uphold expected standards and be role models for other employees. ;uild employee awareness of expected behaviors. :our %" manual shouldn*t be something your employees keep at the bottom of their drawers. $rovide updates to the manual, and provide periodic retraining on important issues, such as sexual harassment. 1isten to your employees, listen to your managers, and listen to your internal and external experts. Together these people can help you get to the root of your
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compliance risks, help you manage those risks, and heighten your awareness about goings-on in your company. 1et people know whether they*re meeting your expectations. "einforce the importance of success, and give your employees the opportunity to correct areas of weakness. ,mphasize accountability, and stress the conse'uences for noncompliance. 4emories fade over time, and a lack of documentation can leave you vulnerable to %" noncompliance claims. -ocument all key decisions and employee evaluations, establish written policies, make sure everyone gets a copy of your written policies and signs them, and keep a written copy with self. =hen the above things get accomplished or get on the verge of accomplishment an %" audit can help you evaluate self. ,mployee development is not one sided hence the role of %" manager is crucial. %" professionals participate and contribute fully to their companies as true strategic business partners. 5n %" audit helps department managers to9 )eep the %" department(s mission and goals in sync with the organizations needs and long-term business strategy. ,nsure legal compliance. Identify and prioritize opportunities for improvement, as well as areas of potential future risk. Improve efficiency and productivity so that the department can better serve employees and customers. Identify root problem areas and fix them before they become more widespread. +ind cost reduction opportunities. Improve employee communications and morale and help establish better credibility and perceptions of top management.

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Implement and stay current with world-class practices by comparing results with other businesses. 4easure and improve performance across the organization. 4easure results from key pro!ects or initiatives. $rovide a reality check in order to identify and correct any gaps between what is intended and what is actually being delivered. Increase the commitment of professionals within the %" department to seek change and focus on continuous improvement in all aspects of their work. The %" audit will help the %" department understand whether or not its %" practices are helping, hindering or having little impact on the business goals of the organization and the department. It also helps 'uantify and measure the results of the department(s initiatives and provide a roadmap that will help prioritize future actions and changes that need to be made. 5udits can also help the organization achieve and maintain world-class %" practices. ;ut the bottom line is this9 conducting regular %" compliance audits will help the company avoid potential legal liability and its related costs, time and distraction to management and the organization.

COMPANY PROFILE "ana @roup of /ompanies made a humble beginning in mid AB(s when "ana @ur!eet ingh, group(s 4anaging -irector, set-up 5gro ;oards 1imited a )raft $aper unit in $un!ab uccess of this maiden venture was duly recognized by apex state owned industrial promotion corporations and this led venturs of "ana @roup with different state owned corporations. "ana ugars 1td. was founded in 1CC& by collaboration with $un!ab 5gro /orporation. In year &BB& " 1 has setup a -emonstration /o-generation $ro!ect to produce extra power from the ;agasse 2bye-product3 and export it to $un!ab tate ,lectricity ;oard. "ana $olycot was set up in 1CC> in collaboration with $un!ab tate Industrial -evelopment /orporation. This Textile Denture of "5.5 @"70$ is 1BBE ,xport 7riented pinning 0nit. The @arments -ivision of "ana $olycot is the @roup(s venture in the field of textile. $roducts Include ladies, men(s # kids wear garments embellished with hand embroideries, computerized embroideries, beads, se'uins # crochet etc. This was set up in &BB1. "ana Informatics 1td in the @roup(s foray into Information Technology. It is a oftware Technology $ark of India 2 T$I3 registered export oriented unit, set up in 1CCC.

OVERVIEW "ana @roup of /ompanies made a humble beginning in mid AB(s when "ana @ur!eet ingh, group(s 4anaging -irector, set-up 5gro ;oards 1imited a )raft $aper unit in $un!ab uccess of this maiden venture was duly recognised by apex state owned industrial promotion corporations and this led venturs of "ana @roup with different state owned corporations. "ana ugars 1td. was founded in 1CC& by collaboration with $un!ab 5gro /orporation. In year &BB& " 1 has setup a -emonstration /o-generation $ro!ect to produce extra power from the ;agasse 2bye-product3 and export it to $un!ab tate ,lectricity ;oard. "ana $olycot was set up in 1CC> in collaboration with $un!ab tate Industrial -evelopment /orporation. This Textile Denture of "5.5 @"70$ is 1BBE ,xport 7riented pinning 0nit. The @arments -ivision of "ana $olycot is the @roup(s venture in the field of textile. $roducts Include ladies, men(s # kids wear garments embellished with hand embroideries, computerized embroideries, beads, se'uins # crochet etc. This was set up in &BB1. "ana Informatics 1td in the @roup(s foray into Information Technology. It is a oftware Technology $ark of India 2 T$I3 registered export oriented unit, set up in 1CCC. MANAGEMENT Rana Gurjee S!n"# >?, /o-+ounder and 4ember of $arliament "ana @ur!eet ingh, >&, is the co-founder of the "ana @roup. 5n arts graduate by background 4r. "ana @ur!eet ingh !oined the family business of contract farming
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upon graduation. 0sing his business acumen and administrative capabilities 4r. ingh transformed the family business by moving up the value chain the agro industry. The group first set-up 5gro ;oards 1imited a )raft $aper unit in $un!ab. The success of this venture was followed by the group(s diversification into sugar manufacturing and textiles. 5fter achieving success in the business world "ana @ur!eet ingh contested elections in order to serve the society and share his vision for a prosperous and progressive India with the people. "ana @ur!eet ingh sits on various committees at the national level that guide industrial development in India. Rana Ranj! S!n"# >B, /o-+ounder # /hairman, "ana @roup "ana "an!it ingh, an 5rts @raduate and a diploma holder in %otel 4anagement from the prestigious Institute of %otel 4anagement, -elhi, control the group through a number of companies. "ana "an!it ingh is known within the sugar industry for his technical expertise in the field of sugar manufacturing. 0nder the guidance of "ana "an!it ingh, "ana ugars set up the first power cogeneration plant in north India. The pro!ect is recognized by 0.+/// and 'ualifies to earn carbon credits. "ana "an!it ingh today heads an organization that is among the most admired companies in north India, reputed for the technological excellence that characterizes its pro!ects and products. Rana In$er Pra a% S!n"# &F, 4anaging -irector, "ana @roup "ana Inder $ratap, a promoter of "ana @roup !oined the management team as a director of "ana ugars in &BB&. "ana Inder $ratap controls the daily affairs of the group and is credited with the successful expansion pro!ect that the group recently
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undertook. 0nder the management of "ana Inder $ratap, "ana ugars established & new sugar units within a span of & years. The capacity at "ana $olycot 2Textiles3 has also in the phase of expansion to F&F?A spindles from the current <BBBB. "ana Inder $ratap displayed his entrepreneurial zeal by initiating a successful @-" 2@lobal -epository "eceipts3 issue under which "ana ugars limited raised funds from global markets. 5 man of tremendous foresight, the dynamic and enterprising "ana Inder $ratap has propelled "ana @roup to be one of the top business houses in north India. %is proactive and personalized approach to business has helped the group grow from 1>B crores in sales in &BB& to over 8BB crores in &BBF. 5part from his business interests, "ana Inder $ratap en!oys shooting and has represented India in international shooting championships. "ana Inder $ratap obtained his ;.;.5 from /hapman 0niversity, /alifornia and his 4.;.5 from 0niversity of )ent, 0nited )ingdom. RANA POLYCOT LIMITED LIST OF DIRECTORS De)!"na !'n 4anaging -irector -irector -irector -irector -irector .ominee I+/I .ominee I-;I

Sr& N'& 1. &. 8. <. >. ?. F.

Na(e

h. "ana "an!it ingh h. 5. . odhi h. . 5. . ;a!wa 4rs. "a! ;ans )aur "ana Inder $ratap ingh -irector -irector

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OUR STRATEGY "ana @roup, being a professionally run industrial house aims to become the most efficient manufacturer in its industry. In order to achieve this vision, the group is constantly adapting new technologies and processes. The group has launched a drive to move up the value chain in its every industry that it is present in. "ana ugars 1imited 2" 13 with a combined capacity of 1>,BBB T/- also has a co-generation capacity of ?A 4=. /o-@eneration allows the company to turn a by-product 2;aggasse3 into power, thus adding value to waste. " 1 has also set-up it(s first alcohol distillery in $un!ab. The distillery uses molasses, which is also a by-product of the sugar manufacturing processes. Two more alcohol and ethanol distilleries, with a combined capacity of &BB )1$- are slated to come up at the new units in 0ttar $radesh. ;eing a completely integrates sugar producer will protect " 1 from the cyclical effects of the sugar industry. "ana $olycot 1imited 2"$13, set up with an initial capacity &>,BBB spindles6day has grown to over F&,F?A spindles6day. In order to move up the value chain "$1 set up a dyeing plant and a garments facility. ,fficient manufacturing systems have allowed India to establish itself in the global textiles industry. "$1 intends to take advantage of this growing sector and plans to scale up its capacities in the near future. "$1 is entering the weaving segment by installing 1BB looms at its 1alru facility. INFRASTRUCTURE FACILITIES RANA POLYCOT LTD&* +SPINNING DIVISION, LALRU "$1 is located in close proximity to the cotton belt of north India. The plant is located at 1alru, $un!ab. The unit was established with a capacity of &>,BBB

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spindles in 1CC?. This capacity was scaled to 8>,BBB spindles in &BBB. "$1 currently has a capacity of F&,F?A spindles. RING SPINNING Installled /apacity F&F?A pindles 4urata link coners VORTEX SPINNING 1atest 4urata < 4D A?1 and 1 4D A1B machine to produce 8.> tons per day of Dortex yarn >B tons per day of yarn The above spindles include spindles of compact yarns and 8BBBB spindles with

RANA POLYCOT LTD&* +DYEING DIVISION, The dyeing unit of "$1 is also located in 1alru, $un!ab. The dyeing unit commenced production in &BB? with a capacity of > tons6day. The company is proposing a capacity expansion up to 11 tons6day. /urrent /apacity ,xpansion planned <.A tons per day ? tons per day

RANA POLYCOT LTD&* +-NITTING DIVISION, The knitting division was established in &BB& with an initial capacity of 1BBB pieces6day. The division has since expanded and now has an installed capacity of 8BBB pieces6day. Product Line The $roduct line includes designer wear garments in 4en(s, 1adies # )idswear range. =e can make G2in flat knit3 Intarsia structure, Hac'uard structure, etc.
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Manufacturing Ca acit! "ana $olycot(s )nitting -ivision can make app. ?B)IFB) units6month 2across all the ggs3. 5fter setting up garment set-up in the year &BB1-B& 2with a capacity of making &&)-&>) units6month3, "ana $olycot has increased it(s capacity to the tune of 8 times. INVESTOR SECTION Au$! e$ Da a .//./0 E) !(a e$

.//0-/1 .//1-/2 .//2-/3 .//3-/4 .//4-/5 .//5-/6

ales 2"s. AA8&.< 1B8<?.> 1BC1?.8 1B>?B.B 11A1B.1 1A118.B &A8F8.B In 1acs3 $rofits 2"s. In 1acs3 +ixed 5ssets 2"s. C1FA.? In 1acs3 A 18A8<.> &&&<B.> &&C8A.< A?<B.1& A818.C? CF&B.>C < 8 ? &F.< A.?> &?B.B> >1A.CC <C?.<? 1C>?.8F <&A1.<A C 1 F B 1 1 1

- pinning -ivision 2in no. of 8>&A 8>&A 8>&A 8>&A <F<& F&F? F&F? pindles3 -)nitting -ivision 2in no. of fully fashioned /omputerized 4achines3 ? - -yeing -ivision 2in 4T per --? --A --1? <.A 1? <.A <? <.A <? 1B.A B B B B < A A

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day3

PRODUCTS :5".

pinning division is e'uipped with latest generation plant and e'uipments from market leaders-"ieter, chlafhorst, 4urata, Toyoda, Jellweger 0ster, 10=5 etc. and produces 1BBE cotton combed yarns in the count range of .e 1?61-.e <B61. "$1 has an installed capacity of approx. AB,BBB spindles including 1B,BBB /ompact spindles. 7ur production lines are e'uipped with Dision shield and Kuantum-& electronic yarn clearers to produce contamination controlled yarns in 1BBE cotton category. 7ur cotton yarns meet the top >-1BE 0ser standards by all means and are produced from rich and uniform cotton mixings. "$1 pioneered introduction of Dortex spinning technology from 4urata, Hapan in India and operates five latest generation 4D -A?1 machines 2total <BB drums3 to produce premium 'uality Dortex yarns in 1BBE Discose, 1BBE 4odal and cotton blends. Dortex yarns have superior functional features and result in fabrics with extremely low pilling, almost zero tor'ue, wash # wear resistance properties, clean fabric surface and soft silky hand feel. Dortex yarns are fast replacing classic "ing spun yarns in 1BBE Discose, 1BBE 4odal and cotton blends categories worldwide and are extensively used in stretch and not stretch fabrics.
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PRODUCT RANGE OF YARNS 7 RING-SPUN 8 COMPACT YARNS7 C'(%')! !'n7 C'un C'un Ran"e Ran"e S!n"<e D'u;<e 1//9 Yarn Yarn )nitting 7 7 .e .e C' 'n 1?61 1?6& and to to .e .e :'(;e$ <B61 <B6& weaving

A%%<!:a !'n)7 ELI-TWIST YARNS7

Pr'$u: !'n :a%a:! = %er ('n #7 5pprox. 18>B tons C'(%')! !'n7 1//9 C' 'n :'(;e$ C'un Ran"e 7 .e <B6& to .e AB6& Pr'$u: !'n :a%a:! = %er ('n #7 5pprox. <B tons D7"T,L :5".M

Our ran"e '> V'r e? Free$'( =arn) :'n)!) ) 1//9 V!):')e* 1//9 M'$a<* C' 'n@V!):')e* C'un Ran"e C' 'n@M'$a<* S!n"<e an$ 7 1//9 .e C' 'n* 1?61 to Aa(;'' .e e :& <B61 Yarn

2 till .e >B61 in case of Discose3 C'un Ran"e D'u;<e Yarn 7 .e 1?6& to .e <B6& A%%<!:a !'n)7 4ainly knitting Pr'$u: !'n t o n s
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:a%a:! =

%er

('n #7

5 p p r o x .

1 B B

DYED YARN

5s a part of value addition and vertical integration drive, "$1 set up yarn dyeing division to produce various kinds of dyed yarns including 1BBE cotton, 1BBE Discose, 1BBE 4odal, cotton6Discose, /otton64odal, ;amboo etc. The dyeing division has an installed capacity of <.> tons6day and has flexibility to supply dyed yarns in batch sizes of ?B-CB kgs, &1B-&>B kgs # A>B-1B>B kgs for bulk and 8 kgs, F-1A kgs # 8>-<> kgs for sampling. The plant is e'uipped to produce high 'uality dyed yarns and is supported by fully automatic processing machines from +7.@( 2%ong )ong3, "+ dryer from 4 2 witzerland3. In T"5:+I,1- and precision soft package winders from installed state-of-the art e'uipments including -7 color 2%ongkong3 and

'uest of setting new standards of precision in color matching, dyeing division has # -:, /74$5/T from # -:, Technorama 2Italy3, //4 from -ata color 20 3, 5%I;5 .05./, from -ata $1 III from @",T5@ 4acbeth 20 3. -7 /74$5/T comprises of system for automatic dispensing of dye stuff and

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chemical solution in turbo dyeing vessels and generates closet correlation between lab results # full scale production as well as minimizes lot to lot variation. =e use dyes and chemicals from some of the leading names including %0.T 45., 5T01, /15"I5.T, ;5 +, /"7-5 and T5.5T,L to meet highest 'uality standards of color fastness and to ensure compliance with 7eko-tex standard 1BB and ",5/% re'uirements in terms use of harmful chemicals # 5zo dyes. tate-of-the art ,T$ plant neutralizes effluents before discharge to ensure compliance with most stringent environmental norms. ).ITTI.@ # @5"4,.T "$1 set up a flat knitted apparel unit to manufacture premium 'uality fashioned flat knitted apparels in the year &BB8. )nitting division is e'uipped with latest generation computerized flat knitting machines from hima seiki 2Hapan3 and tiger 2 witzerland3 and has an installed capacity of over 1>B,BBB pcs per month across 1<, 1&, F and > gauges. $roduction lines are e'uipped with latest generation stitching, linking, over-lock6flat- lock washing, dry cleaning and finishing machines. "$1 is supplying fashioned flat knitted garments to leading international brands like ,sprit, -ebenhams, D+-,urope, )iabi, @roup Janier, I)) , I/ company etc.

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The product line includes fashioned flat knitted men(s, lady(s and kid(s apparels across broad composition including 1BB E cotton, /otton6Discose, /otton65crylic, /otton64odal, 1BBE Discose, 1BBE 4odal, 1ambs wool, 5crylic6=ool, 1BBE 5crylic etc.. "$1 is doing substantial production in 7rganic cotton6blends for ,uropean customers. "$1 has product leadership status in flat knitted stretch garments category and is producing garments in cotton, Discose, /otton6Discose etc. plaited with .ylon61ycra, .ylon6 pandex and .ylon. "$1 specializes in various types of washed and embellished garments. "ange includes hand6computerized embroidery, bead6se'uin-work, crochet-work, prints, garment dyeing, 5cid6,nzyme washes etc.

5s a natural progression from spinning # yarn dyeing, company has stepped into the production of circular knits, carrying forward the fiber to fashion statement.
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$roduct range includes yarn dyed, fabric dyed and garment dyed circular knitted apparels. "$1 has installed capacity of approx. 1BB,BBB pcs per month in fine knits. "$1 is doing production in compositions. ingle Hersey, $i'ue, +leece, stretch pi'ue, stretch !ersey etc. across broad @ 4 range 21&B to 8&B @ 43 # varied

CHAPTER-. LITERATURE REVIEW

$olicy- plan of action 2+ippo 1CF?3 Gis a man made rule of predetermined course of action that is established to guide the performance of work toward the organization ob!ectives. It is a type of standing plan that serves to guide subordinates in the execution of their tasksN. "ather than rules, we have expectations. 5nd if you have a company comprised of trustworthy people, setting examples and expectations works a lot better than rules. 2Hack 4itchell3 cott 21CCB3 says that ;uild employee awareness of expected behaviors. :our %" manual shouldn*t be something your employees keep at the bottom of their drawers. $rovide updates to the manual, and provide periodic retraining on important issues, such as sexual harassment. 1isten to your employees, listen to your managers, and listen to your internal and external experts.

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mallwood 2&BB?3 1eaders of organisations that are creating value need to recognise the shift and begin to work on not only meeting their financial earnings targets, but on going to that fourth level where the collective social capabilities are and articulating that as part of their sustained competitive advantage. 1achlan /ol'uhoun GIts about things like flexibility in time so people don(t feel they are being a slave to the organisation.N

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CHAPTER-0 RESEARCH METHODOLOGY

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OAJECTIVES OF THE PROJECT 1. To understand the rules and regulations in the company &. To understand how the rules and regulations are followed in the organization. 8. To study the perception and satisfaction level of the employees about the rules and regulations of the company.

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Re)ear:# Me #'$'<'"= It includes the research methods6techni'ues as well as its methodology It is having a very broad concept. It is a way to systematically solve the research problem. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them.. Thus when we talk of research methodology we not only talk of research methods but also consider the logic behind the methods we use in the context of our research study and explain why we are using a particular methods or techni'ues and why we are not using others. o that research results are capable of being evaluated either by research itself or by others. COLLECTION OF DATA In dealing with any real life problem, it is often found that data at hand are inade'uate and hence, it becomes necessary to collect data that are appropriate. The task of data collection begins after a research problem has been defined and research design has been formulated. There are several ways of collecting the appropriate data which differ considerably in the context of monetary cost, time and other resources, so it becomes necessary to collect data in a manner which is appropriate and ade'uate in fulfilling research design. =hile deciding about the method of data collection to be used for the study, the researcher should keep in mind two types of data viz $rimary econdary

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Pr!(ar= $a a are those which are collected afresh and for the first time and thus happen to be original in character. +or example $ersonal interview and mails Kuestionnaire Telephone en'uiry +eedback form Se:'n$ar= $a a are those which have already been collected by someone else which have already been passed through statistical process. +or example $ublished article Internet 5nnual report of company like annuals sales report, annual %.". report etc FORMAL INFORMATION SOURCES These are the source of information which are authentic and reliable, obtained though proper channel in the organization by adhering to a systematic and structured procedure. +or example Through company manuals, !ournal, brochures and other published material like balanced sheet, annuals report etc. Kuestionnaire $ersonal interview and mails. Through the company person.

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INFORMAL INFORMATION SOURCES These are the sources of information which are obtained through our interpersonal relationship with the employees of company. +or example ,mployees of same department ,xternal persons. AREA OF SURVEY- "5.5 $71:/7T METHOD OF RESEARCH - -, /"I$TID, 5.- ,L$17"5T7": DATA TYPE - $"I45": 5.- ,/7.-5": DATA COLLECTION TOOLS IK0, TI7..5I", SAMPLING PLAN- "5.-74 54$1I.@. UNIT I 8BB ,4$17:,, SIBE I >B ,4$17:,, %ere in my research I have used both the primary as well as secondary data for research topic. $rimary data that I have used is the structured 'uestionnaire. I have designed a structured 'uestionnaire as they are simple to administer and relatively inexpensive to analyze $rovision of alternative replies, helps to understand the meaning of 'uestions clearly.. The data was collected by conducting personal interview of respondents with the help of 'uestionnaire. 5long with the primary data obtained through use of 'uestionnaire. I have used secondary data from various sources like website of industry, business magazines, newspapers, !ournals etc.

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STATISTICAL TOOLS imple percentage analysis, ranking method and chi s'uare analysis are the main statistical tool used for the study. SIMPLE PERCENTAGE ANALYSIS $ercentage refers o a special king of ratio in making comparison between two or more data and to describe relationships. $ercentage can also be used to compare the relation terms between two or more sources of data. $ercentage of respondents O CHI SCUARE TEST /hi 'uare is a statistical measure used in the context of sampling analysis for comparing the variance to a theoretical variance. In order to !udge the significance of association between two attributes, we make use of chi s'uare test by finding the values of chi s'uare using the chi s'uare distribution. .umber of respondents Total respondents P 1BB

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LIMITATIONS OF STUDY 5s nothing is perfect except the efforts. This study too has its limitations that limit the applicability and validity of study. The limitations that limit the effectiveness of research are as under9 Time- +oremost of all the constraints was the limited time. The time to do the research was limited so present study is the results of whatever efforts I could put in within time limit. 1imited Dalidity- The business environment factor and variables underlying the study belongs to a very dynamic category. 5s the only thing that is constant exchange so the study can be obsolete as soon as a ma!or change in environment taken place. ample ize- 5s the survey was taken from the sample of whole population, it can not give exact results like censes survey. )nowledge - 1ack of knowledge on the part of employees regarding my 'uestionnaire.

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RANA POLYCOT RULES AND REGULATIONS The following "ules and "egulations shall apply to all employees of the /ompany while in the /ompany(s premise at all times including break times and overtime 9 ,ach employee must act in accordance with the company(s policies, orders, rules, regulations, guidelines etc. applicable from time to time. 1. The /ompany expects each employee to maintain proper decorum. ,mployees are expected to conduct themselves on the !ob in a manner that contributes to operating effectiveness, productivity, safety and a harmonious work environment. &. The duty must be performed in good faith and a brief reporting of the work done in the entire day must be given to the head office. 8. $roper registers must be maintained for easy tracking and record keeping. <. .o employee shall be under the influence of or using alcoholic beverages including drinking such beverages during the work hours. 5ny employee arriving to work under the influence of alcohol or an illegal substance will not be permitted to work. >. .o employee shall drive a /ompany(s vehicle or operate any e'uipment while under the influence of alcohol.

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?. :ou are re'uired to be at your appointed work place and ready to begin work at the appointed starting time. Irregular attendance or tardiness will not be tolerated and may result in termination. F. ,mployees who will be late or absent from work must inform their upervisor at least two 2&3 hours prior to normal starting time. A. 0nder no circumstances should employees leave the assigned work area early without express permission from a upervisor. C. -esignated break times are assigned to have meals. 1B.,mployees who work late or on overtime must ensure that all lights, airconditions and ,'uipments are shut off when they leave the work place. 11.-ress code is to be followed strictly. ,mployees must wear their uniforms at locations where uniforms are re'uired. :ou are expected to look neat and presentable while on the !ob. 1&.5n increment based on individual performance shall be given every year. 18.If employees do not meet the company(s expectations of performance or conduct, necessary corrective action may be taken. It is within management(s discretion to determine what measure would be appropriate under each circumstance.

8B

LeaDe Ru<e) These rules will be applicable to all the employees of the /ompany excluding trainees # apprentices. The entitlement of privilege6earned leave, casual leave, sick leave, 4aternity leave # tudy leave are as under9Sr& Ca e"'r= C@L S@L E@L 1 /,76@46D$6+/6-@465@464anager6-y. F F 1A & 8 4gr.65sstt. 4anager. ,xecutive 6 7fficer 6 5sstt. 7fficer. taff /adre F FP F P F 5s per rule. 7ne every &B days < =orkmen F P F 5s per rule. working. 7ne every &B days working. P If the employee is covered under , I act-1C<A ,will not be entitled for sick leaves. +actory 1eave for 1A Re(arE)

+actory 1eave for

81

Pr!D!<e"e @ Earne$ LeaDe 1. ,arned 1eave will be credited in the account of an employee as on 81 st -ecember for the period worked by him during that year. &. The employee will be entitled to ,arned 1eave after working of minimum &<B days. 8. ,arned leave shall be granted to the employee only after completion of one year of service. <. The application for availing earned leave should be submitted to the sanctioning authority on the prescribed format at least one week in advance so as to enable the management to make alternative arrangement. >. In case of the death in family or on medical ground application for leave shall be made on the same day. ?. The management can refuse any kind of leave to any person, or can cancel the sanctioned leave or recall a person from leave if the presence of the employee is necessary. F. The ,arned 1eave cannot be availed more #an three times in a calendar year as provided in section ?C of T#e Fa: 'r= A: * 1615&

8&

A. %olidays # undays prefixed # suffixed shall not be counted as leaves. %owever, intervening holidays falling within the period of earned leave shall be part of leave. C. ,arned leave will be accumulated up to 1A, beyond 1A balance leave will be encashed. 1B.In case of $roduction, 4aintenance, ,ngineering =orkers no earned leave shall be accumulated and their earned leave shall be encashed in the subse'uent year or at the time of cessation of employment. 11.,arned 1eave will not be granted to any employee during probation period. 1&.,arned leave cannot be combined with casual leave or with any other kind of leave. 18.,arned leave cannot be availed for half day. Ca)ua< LeaDe7 1. even days casual leave in one calendar year shall be admissible to all the employees. &. If in urgency6emergency an employee is not able to take prior sanction before availing of /asual leave, he shall inform his superior within &< hours of his having availed of this leave. 8. /asual leave shall not be allowed for more than three days at a time.

88

<. =here casual leave taken by an employee for more than three days at a time, the same shall be treated as earned leave. >. The employee on probation period shall be entitled to casual leaves in proportion to the period of service rendered by him. ?. /ombination of /asual 1eave, =eekly 7ff and holiday shall not exceed four days at a time. SIC- LEAVE 1. even days sick leave in one calendar year shall be admissible to all the employee. &. The employees who are covered under ,mployee tate Insurance 5ct, 1C<A are not entitled for ick 1eave. 8. 5ny ,mployee availing of more than two days ick 1eave at a time must produce a 4edical /ertificate from "egistered 4edical $ractitioner6@overnment -ispensary6@ovt. %ospital to support his sickness. <. %oliday intervening the sick leave shall be considered as a part of sick leave. >. ick leaves can be accumulated up to &A days.

?. The ick leave may be combined with ,arned 1eave in case of prolonged illness.

8<

F. ,mployees on probation period shall be entitled to sick leave in proportion to the period of service rendered by them. A. The accumulated sick leaves will not be encashable ,when an employee leaves the organization or during the tenure of service MATERNITY LEAVE7 1. 4aternity 1eaves shall be granted to female workers as per Ma ern! = Aene>! A: * 1631 on full day pay for a period of CB days or 1& weeks, ? week before delivery # ? weeks after delivery. &. 4aternity 1eave shall also be granted in case of miscarriage6abortion including abortion induce under the 4edical Termination of pregnancy 1CF1 5ct, not more then <> days from the date of miscarriage6abortion as certified by authorized -octor. 8. 4aternity 1eave shall not be granted to employee if she already has two living children. <. 4aternity 1eave shall be granted to those employees only who are not covered under ,mployee tate Insurance 5ct, 1C<A. >. The women employee who /laim 4aternity benefit must have worked for not less than AB days in the 1& months immediately preceeding the date of her expected delivery. SANCTION OF LEAVE

8>

5ll kind of leaves shall be recommended and sanctioned by the concerned %7on the basis of duly filled in leave application in prescribed format.

GENERAL RULE 1. The /ompany reserves the right to modify6cancel6amend all or any of these rules and to issue supplementary rules or amendment there on. &. In exceptional circumstances advance leave may be granted by @46/,76-irector6H4- of the /ompany. 8. 1eaves without pay shall not be counted as period of service. <. -uring the period of leave employee shall not take-up or accept any employment or work either on remuneration or without remuneration. >. -uring the period of suspension, an employee shall not be granted any leave I %owever, during the pendency of disciplinary proceedings the competent authority may grant leave. ?. 5n employee on sick leave may not return to duty without producing a medical certificate of fitness. F. The management reserves the right to modify or cancel or amend any of these rules.

8?

PROPER ATTIRE ,mployees are re'uired to wear prescribed uniform and footwear inside factory premises. ,very staff must bring his6her own personal slippers and smack gown in the factory. 5lways wear cap once entering factory areas. 5void wearing dangling or big earring. "emove !ewelries specially when there(s production on-going. 5ll staff are re'uired to wear I- cards at all times within the factory premises. T5"-I., 8.<a employees are re'uired to be in their post on or before their scheduled work of duty. T,1,$%7., 0 , Telephones are exclusively for specifically designated personnel and doctor(s use only. 7utside calls are not allowed . $ersonal call is prohibited. 4,,TI.@

8F

4onthly meeting is being held every 8Bth day of the month. ,mergency meeting in the unit is being held when the situation call for it such as demonstration of newly ac'uired e'uipment and set of new instruments. $roblems or incident that needs an immediate attention or solution. 5nd new policy and regulation that needs to be discussed and be immediately implemented. witch off the light when unnecessary.

"or# Ru$e% Ac#no&$edge'ent For'

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8A

CHAPTER DATA ANALYSIS

8C

&.A To find whether gender bias respect for rules and regulations

Re)%e: >'r ru<e) 8 re"u<a !'n) Ma<e Fe(a<e T' a< <F2<B.A<3 &C2&>.>&3 F?

N' Re)%e: >'r ru<e) 8 re"u<a !'n) e &121A.&?3 1A21>.?&3 <<

T' a< ?A <F 11>

ource9 $rimary data Nu<< H=%' #e)!) 2%o39 There is no gender bias for investing in insurance A< erna !De H=%' #e)!) 2%139 There is gender bias for investing in insurance. C#! )Guare e) Fa: 'r @ender Re)u< 7 /hi s'uare is less than the table value. %ence accept the null hypothesis 2%o3 =e can conclude that gender bias doesn(t influence for respect for rules and regulations. LeDe< '> )!"n!>!:an:e >E De"ree '> >ree$'( 1 Ta;<e Da<ue 8.A< C#! )Guare 1.B>C

<B

& .-o rules and regulations properly followed in the company $articulars "esponse core 2E3 .o A ?.C> "esponse :es CF A<.8> .eutral 1B A.FB

8.7

6.95

No Yes Neutral

84.35

5ccording to this diagram A<.8>E employees said yes, ?.C>E said no and A.FB did not replied.

<1

8. -oes rules and regulations made to be followed without any biasnessQ

$articulars "esponse core 2E3 :es ?1 >8.B< .o &C &>.&& .eutral &C &1.F<

21.74

No 53.04 Yes Neutral

25.22

5ccording to this diagram >8.B<E employees said yes, &>.&&E said no and &1.F< did not replied.

<&

<. -oes strict action taken against defaulters Q $articulars "esponse core 2E3 :es CB FA.&? .o 1F 1<.FA .eutral A ?.C?

6.96 14.78

No Yes Neutral

78.26

5ccording to this diagram FA.&?E employees said yes, 1<.FAE said no and ?.C?E did not replied

<8

>. -oes fair chance of explanation given to employeesQ $articulars "esponse core 2E3 :es ?B >&.1F .o 8F 8&.1F .eutral 1A 1>.?>

15.65

No 52.17 32.17 Yes Neutral

A::'r$!n" ' #!) $!a"ra( 2.&149 e(%<'=ee) )a!$ =e)* )a!$ n' an$ 12&329 $!$ n' re%<!e$&

0.&149

<<

?. 5re rules and regulations properly followed by those who make the themQ $articulars "esponse core 2E3 :es 1A 1>.?> .o AF F>.?> .eutral 1B A.FB

8.7

15.65

No Yes Neutral

75.65

A::'r$!n" ' #!) $!a"ra( 12&329 e(%<'=ee) )a!$ =e)* )a!$ n' an$ 5&4/9 $!$ n' re%<!e$&

42&329

F. 5re the rules and regulations very strict and harshQ $articulars "esponse core 2E3 :es C F.A8 .o 8< <> &C.>F .eutral F& ?&.?1

7.83

29.57

No Yes Neutral

62.61

A::'r$!n" ' #!) $!a"ra( 4&509 e(%<'=ee) )a!$ =e)* )a!$ n' an$ 3.&319 $!$ n' re%<!e$&

.6&249

F. -o the rules and regulations make a negative impact on your performanceQ

$articulars "esponse core 2E3 :es &F &8.<A .o FC ?A.FB .eutral C F.A8

7.83 23.48

No Yes Neutral

68.7

A::'r$!n" ' #!) $!a"ra( .0&159 e(%<'=ee) )a!$ =e)* )a!$ n' an$ 4&509 $!$ n' re%<!e$&

35&4/9

<F

A.5re you satisfied by the leave rulesQ

$articulars "esponse core 2E3 :, 11 C.>F .o &B 1F.8C .eutral A< F8.B<

9.57

17.39 No Yes Neutral

73.04

A::'r$!n" ' #!) $!a"ra( 6&249 e(%<'=ee) )a!$ =e)* )a!$ n' an$ 40&/19 $!$ n' re%<!e$&

14&069

<A

C.In case of rules and regulations being broken, should there be penalty in form of fineQ $articulars "esponse core 2E3 :, C F.A8 .o <F <B.AF .eutral >C >1.8B

<C

7.83

No 51.3 40.87 Yes Neutral

A::'r$!n" ' #!) $!a"ra( 4&509 e(%<'=ee) )a!$ =e)* )a!$ n' an$ 21&0/9 $!$ n' re%<!e$&

1/&549

1B 5re ade'uate changes in rules and regulations done from time to timeQ

>B

$articulars "esponse core 2E3 :, &B 1F.8C .o >C >1.8B .eutral 8? 81.8B

17.39 31.3 No Yes Neutral

51.3

A::'r$!n" ' #!) $!a"ra( 14&069 e(%<'=ee) )a!$ =e)* )a!$ n' an$ 01&0/9 $!$ n' re%<!e$&

21&0/9

>1

/onclusion 7n the basis of my survey in the organisation, it can be concluded that %" practices of the company has been designed very carefully and according to the need of the company. These practices are followed very strictly and every employee is satisfied. 4anagement works and handles human resources according to these practices and rules.

>&

CHAPTER-2 FINDINGS

>8

OASERVATIONS AND FINDINGS o -uring the study of the pro!ect I observed different functions of the %" o -epartment. I got the knowledge about the different types of %" $olicies functioning in the organization. o I also got knowledge about how the organization is following their values in a very sincere way. o I learnt how and what types of facilities are being provided to the employees . o I also observed how they are doing the $erformance 5ppraisal on basis of the achievement of the targets by the employees in the time given to them through ,"$. o I got the knowledge about different departments in a manufacturing company and idea about the challenges what the employees are facing while performing their work. o 5s I worked on the ,"$ system of the organization, I came to know that how they are maintaining the database of the employees for all departments region-wise # its importance.

><

RECOMMENDATIONS The company should give the compensation as per to the skills, so that the employees could do the efficient work. 7rganizations must enhance work force motivation to improve productivity. 7rganizations need to empower their workers by allowing them greater autonomy and control and to design !obs that are more stimulating. This will enhance the personal productivity. Interdependency of different departments should be well sordinated for effective output. Training schedule is worked out well here with proper planning schedule. "ecruitment proper planned, structured according to openings in plant, vacancies. @oal etting programs undertaken with schedule to find potential

employees for higher posts, giving training, discussing the on !ob responsibilities. The employee goals are well studied and structured.

>>

>?

AIAILIOGRAPHY Re>eren:e)7 =ebsites9www.bizhrgui de.com Te? A''E)9 T,$%,. "7;;I. @0$T5 ) %5 %I %uman "esource 4anagement )alyani $ublication,.ew -elhi,&BB< 5 %=5T%5$$5 ), %uman "esource 4anagement Tata 4c@raw-%ill $ublishing house, .ew -elhi,&BBA.

>F

ANNEXURES

>A

1. -oes recruitment of employees is done according to proper procedureQ :es .o .eutral

&. -oes selection is done without any biasnessQ :es .o .eutral

8. -oes both internal # external sources are considered for recruitmentQ :es < -oes fair :es :es .o .o .o .eutral .eutral

/ompensation 2 alary # allowances3 paid to youQ

>. Is good performance of employees help in promotionsQ :es .o .eutral

>C

?.

-oes company follows appropriate performance appraisal systemQ :es .o .eutral

F . -oes amount6 percentage of rebate offered to you in ratesQ :es A. .o .eutral

-o you get incentives from your companyQ :es .o .eutral

C.

-oes company follows the policy of e'ual pay for e'ual workQ :es .o .eutral

1B

There are regular performance appraisalsQ :es .o .eutral

11 Is there any method of conflict resolution in your organizationQ

?B

Ye) .

N'

Neu ra<

1&.=hether company foolows modern methods of trainingQ :es 18. .o .eutral

The relationship between employee union and management is harmoniousQ :es .o .eutral

1<.

Is there is any process of !ob evaluation # analysisQ :es .o .eutral

1>.Is there is effective human resource information systemQ :es .o .eutral

?1