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A STUDY ON ENHANCING HR PRACTICES IN A SMALL
ORGANISATION
IN
SRI VENKATESHWARA PIPES LIMITED
In partial fulfillment of the requirements for the award of the degree in
MASTER OF BUSINESS ADMINISTRATION
By Osmania University, Hyderabad- 500007
Submitted by
PINKY REDDY.P
H.T.No. 07107101
To
Osmania university
DECLARATION
I hereby declare that all the information provided in this
project A STUDY ON ENHANCING HR PRACTICES IN A SMALL
ORGANIZATION is authentic and true to my knowledge and is prepared
on the basis of my study and observations on company called SRI
VENKATESHWARA PIPES. LTD with the companys consent.
I here by confirm that the project is designed and has been submitted
by me to the department of business management, to
MALLAREDDY
P. Pinky Reddy
H.No- 5-7/16, devi nagar road no-1
Kukatpally, Hyderabad
Date:
2
ABSTRACT
AKNOWLEDGEMENT
CONTENTS
CHAPTER
PAGE NO
OBJECTIVES
RESEARCH METHODOLOGY
LIMITATION
CHAPTER-I
CHAPTER- II
REVIEW OF LITERATURE
5-39
INDUSTRY PROFILE
40-47
COMPANY PROFILE
48-50
CHAPTER- III
CHAPTER- IV
CHAPTER- V
57-59
CONCLUSION
60
SUGGESTIONS
61
BIBLIOGRAPHY
62
APPENDIX
63-67
CHAPTER 1
OBJECTIVES
RESEARCH METHODOLOGY
LIMITATIONS
The research conducted and the analysis drawn is completely on the basis of the
situational responses.
Time acts as the major factor in the implementation process as the initial cost in
establishing a functional segment in an organization is higher.
This research is just an overview of the HR practices; it does not give the
knowledge in depth.
10
CHAPTER 2
REVIEW OF LITERATURE
11
INTRODUCTION
ENHANCING HUMAN RESOURCE PRACTICES IN A SMALL
ORGANIZATION
The importance of human resource practices is being
increasingly realized in industrial and non-industrial organizations both in India and
abroad. This realization has come about because of increasing complexity of the task
managers and administrators. In most of the organizations the problem of getting the
competent and relevant persons, 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. With the changes in the social climate,
values and norms, changes are also seen in the employees who join the organization today.
Their expectations are different, they have different values and norms and they are certainly
more competent and more informed than employees in the past. While these can be great
assets to the organization, they become if the organization is not able to manage human
resources properly.
According to Leon C.Megginson, the term human resource
can be thought of as, the total knowledge, skills, creative abilities, talents and aptitudes of
an organizations workforce, as well as the value, attitudes and beliefs of the individuals
involved. The term human resource can also be explained in the sense that it is resource
like any natural resource. It does mean that the management can get and use the skills,
knowledge, abilities etc., through the development of skills, tapping and utilizing them
again and again. Thus, it is along term perspective where as personnel is a short term
perspective.
12
Human resources are also regarded as human factor, human asset, human capital and the
like.
The terms labor and the manpower had used widely denoting mostly the physical abilities
and capacities of employees. The term personnel had been used widely in the recent past to
denote persons employed in any services. Thus, this term denotes the employees as a whole
but it does not clearly denote various components of human resources like skill,
knowledge, values etc.
The principal component of an organization is its human
resources or people at work. Human resource have been defined as from the national
point of view, the knowledge, skills, creative abilities, talents and aptitudes obtained in the
population; where as the view point of the individual enterprise, they represent the total of
the inherent abilities, acquired knowledge and skills as exemplified in the talents and
aptitudes of the employees.
Undoubtedly the physical and the mental attributes of human resources are highly pertinent
to organizational performance and productivity.
Further it is important to note that the employees in any
organization are not to be viewed as static individuals since the quantity as well as quality
of human resources is modified by such environmental factors as education, training,
development etc. Hence the handling of human resource is entirely different from that of
other resources. If human factor is properly utilized, it may even prove a dynamic motive
force for running an organization. Otherwise it becomes a passive and destructive force
I want to extend the benefits of having a formal HR department to Sri Venkateshwara
Pipes.Ltd which does not have one.
14
15
16
RECRUITMENT
17
RECRUITMENT POLICY:
To carefully observe the letter and spirit of the relevant public policy on hiring and,
on the whole, employment relationships;
To provide each employee with an open road and encouragement in the continuing
development of his talent and skills;
To assure each employee of the organization interest in his personal goals and
employment objectives;
18
To avoid cliques which may develop when several members of the same household
or community are employed in the organization;
To encourage one or more strong, effective, responsible trade unions among the
employees.
19
SELECTION
The hiring is not a single act but it is essentially a series of methods or stepa or
stages by which additional information is secured about the applicant. At each stage, facts
may come to light which may lead to the rejection of the applicant. A procedure may be
compared to a series of successive hurdles or barriers which an applicant must cross. These
are intended as sreens, and they are designed to eliminate an unqualified applicant at any
point in the process. This technique is known as the successive hurdle technique. Not all
selection process includes all these hurdles. The complexity of a process usually increases
with the level and responsibility of the position to be filled.
20
According to Yoder, the hiring process is of one or many go, no-go gauges.
Candidates are screened by the application of these tools. Qualified applicants go on to the
next hurdle, while the unqualified are eliminated. Thus, an effective selection programme
is a non-random process because those selected have been chosen on the basis of the
assumption that they are more likely to be better employees than those who have been
rejected.
SELECTION POLICY
21
22
training and development efforts. As jobs become more complex, the importance of
employee development also increases. In a rapidly changing society, employee training and
development are not only an activity that is desirable but also an activity that an
organization must commit resources to if it is to maintain a viable and knowledgeable
workforce.
Taining, education and development are three terms
frequently used. On the face of it, there might not appear any differences between them, but
when a deep thought is given, there appears some differences between them. In all
training there is some education and in all education there is some training. And the
two processes cannot be separated from development. Precise definitions are not possible
and can be misleading; but different persons have used these activities in different ways.
Training is the responsibility of four main groups;
a) The top management, which frames the training policy;
b) The personnel department, which plans, establishes and evaluates instructional
program;
c) Supervisors, who implement and apply developmental procedures; and
d) Employees, who provide feedback, revision and suggestions for corporate
educational endeavors.
Training is a sequential activity. It includes several components like
organizational objectives, training needs, trainee, trainer, course material and content,
instructional strategies and aids and evaluative instruments.
Preparing a training model mainly includes the following decisions:
Translating them into programs which meet needs of the selected participants;
PERFORMANCE APPRAISAL
24
25
Effort
Performance
Organizational
goals
Individual goals
Rewards
Rewards and Motivation
(iii) Job sequences and lines of promotion are established wherever they are applicable.
26
(iv)Employees morale and motivation are increased because a wage programme can be
explained and is based upon two factors.
(b) To employer: (i) They can systematically plan for controlling their labor costs.
(ii) In dealing with a trade union, they can explain the basis of their wage programme
because it is based upon a systematic analysis of job and wage facts.
(iii) A wage and salary administration reduces the likelihood of friction and grievances over
wage inequalities.
(iv)It enhances an employees morale and motivation because adequate and fairly
administered wages are basic to his wants and needs.
(v) It attracts qualified employees by ensuring and adequate payment for all the jobs.
(ii)
(iii)
(iv)
(v)
Review of budget estimates for wage and salary adjustments and increases.
27
JOB EVALUATION
Job evaluation is the output provided by job analysis. As seen earlier,
job analysis describes the duties of a job, authority relationships, skills required, conditions
of work and additional relevant information. Job evaluation on other hand, uses the
information in job analysis to evaluate each job- valuing its components and ascertaining
relative job worth. It involves, in other words, a formal systematic comparison of jobs in
order to determine the worth of one job relative to another , so that a wage or salary
hierarchy results. So it is a process by which jobs in an organization are evaluated.
28
(ii)
(iii)
(iv)
(v)
To ensure fair and equitable wages on the basis of relative worth or value of
jobs. In other words equal wages are fixed to the jobs of equal worth or
value.
(vi)
29
30
Objectives:
31
EMPLOYEE SERVICES
In addition to the fringe benefits, organizations also provide a
wealth of services that employees find desirable. These services are usually provided by the
organization at no cost to the employee or at a significant reduction from what might have
to be paid without the organizations support.
Services related to the type of work performed, including subsidies for the purchase
and up keep of work clothing and uniforms and of the various types of tools used by
a worker in the course of his work;
Child care facilities, comprising nurseries and day care centers for children;
Financial and legal services, including sponsoring of loan funds, credit unions,
income-tax services, legal aid, saving plans, and group insurance plans;
32
Educational services, which include sponsorship for off duty courses, educational
leave,
tution fee refunds, and scholarships for employees and their children;
Out placement services, which include contacts with other employers in the area,
help in writing up the resumes and secretarial assistance;
When too many benefits and services are offered to the employees, a feeling
develops that employers are playing the role of parents and the workers are looked
upon as their children. Moreover the latter sometimes develop the feeling that these
benefits and services are their right- which is not really so.
The administration of these benefits and services is a fairly costly affair, involving
large outlays of direct and indirect financial expenditure, and often involves a great
deal of paper work.
With increase in these benefits and services, employees, particularly when they are
not very productive, tend to stick to their jobs, and are not interested in changing
them.
33
34
Wage incentives
The term wage incentive has been used in the restricted sense of
participation and in the widest sense of financial motivation. It has been defined differently
by different authors. One of them is as follows:
According to Hummel and Nickerson: it refers to all the plans that provide extra pay for
extra performance in addition to regular wages for a job.
Non-monetary incentives:
While
non-monetary
incentives
often
appear
as
important
motivators, many factors unrelated money can also serve as attention-getter and
encouragers of action. The classification of such non-financial incentives tends to a
smorgasbord of desirable things that are potentially at disposal of the organization. The
creation of such rewards is only limited by managers ingenuity and ability to assess
payoffs that individuals within the organization find desirable and which are within the
managers jurisdiction.
Following are some examples of non-monetary incentives:
35
A person with strong need for affiliation may respond readily to job assignments that
provide with opportunities to relate to socially attractive and satisfying individuals or
groups.
The opportunity to communicate with and relate to others is a factor many workers
emphasis and seek.
Persons interested in enhancing their reputations and receiving recognition in the eyes of
others may
Persons proud of their long service may be attracted by awards recognizing their
seniority.
Workers in safety minded organization are often attracted by competition on awards for
best safety performance records.
Individuals proud of their past accomplishments may feel recognized and rewarded if
their superiors extend opportunities for participation on more complex and more
important job assignments.
36
HUMAN RELATIONS
IMPORTANCE OF UNDERSTANDING HUMAN RELATIONS:
Since mans behavior is different from mens behavior, the
manager has to understand- what causes this difference and how to cope up with certain
problems created because of the association of individuals. The association of individuals
has both advantages and disadvantages. A manager with an understanding of human
relations and behavior can make the association of individuals work to the advantage of the
organization.
Scott defined the term human relations as A process of an
effective motivation of individuals in a given situation in order to achieve a balance of
objectives which eill yield greater human satisfaction and help accomplish human goals.
Efficiency of the individuals can be maximized only by
creating and maintaining good human relations among them. For the purpose of
maintaining good human relations a manger may have to acquire knowledge in such
disciplines as psychology and sociology. The manager must realize that the good for
individuals is also good for the organization regarding the maintenance of good human
relations.
37
What is Motivation?
Motivation is derived from the word motive. A motive is an inner
state that energizes, activates or moves and directs or channels behavior towards the goals.
Motivation is a process of that starts with a physiological and
psychological deficiency or need that activates behavior or a drive that is aimed at a goal or
incentive. Thus the process of motivation lies in the meaning of and relationship among
needs, drives and incentives.
Need
(deficiency)
and
Drives
(deficiency with direction)
Goals/Incentives
(reduction of drives
fulfills deficiency)
38
TYPES OF MOTIVES:
Motives are divided into three categories. They are as follows:
Primary motive: these motives are unlearned and physiologically based. They include
hunger, sleep, avoidance of pain, sex and maternal concern.
General motives: these motives are unlearned but not physiologically based. These motives
include curiosity, manipulation and activity motives and the affection motives.
Secondary motives: these motives are closely tied to the learning concept. A motive must
be learned in order to be included in the secondary classification. Important among them
are: achievement, affiliation, power. Security, status and immediate feedback.
TYPES OF MOTIVATION:
There are two ways by which people are motivated. They are as follows:
Positive motivation: people are said to be motivated positively when they are shown a
reward and the way to achieve it. Such rewards may financial or non-financial. Monetary
motivation may include different incentives, wage plans, productive bonus schemes etc.
non-motivation may include praise for the work, participation in management, social
recognition etc. monetary incentives provide the worker a better standard of living while
non-monetary satisfy the ego of a man.
Negative motivation:
By installing fear in the minds of the people, one can get the desired work done. In this
method of motivation, fear of consequences of doing something or not doing something
keeps the worker in the desired direction. This method has got several limitations. Fear
creates frustration, a hostile state of mind and an unfavorable attitude towards the job
which hinders efficiency and productivity. So the use of use it should be kept to its
minimum.
39
JOB SATISFACTION:
Job satisfaction refers to a persons feelings of satisfaction on
the job, which acts as a motivation to a work. It is not the self satisfaction, happiness or
self-contentment but the satisfaction on the job.
Job satisfaction is defined as the, pleasurable emotional state
resulting from the appraisal of ones job as achieving or facilitating the achievement of
ones job values. In contrast job satisfaction is defined as the un pleasurable emotional
state resulting from the appraisal of ones job as frustrating or blocking the attainment of
ones job values or as entailing disvalues.
Job satisfaction is the result of various attitudes the employee holds towards the job,
towards the job related factor and towards the life in general. It is a general attitude, an
attitude which is the result of many specific attitudes which could be classified as under:
individual attitudes put together. Many thinkers consider it is a collective force and not an
unitary phenomenon. A number of material and non material factors contribute to job
satisfaction. Some of these variables play an important role while others play a secondary
role. It is quite difficult to determine the relative importance of any factor influencing job
satisfaction as the importance varies with time and person.
40
The term job satisfaction has been widely confused with attitude and morale.
Although attitude, morale and job satisfaction is related to one another, they are not
synonymous. An attitude is not job satisfaction since job satisfaction since the later is
composed of number of attitudes.
Similarly job satisfaction is not the same as individual morale, although it
may contribute to morale. Morale is a group phenomenon and job satisfaction is an
individual feeling. Morale is generated by the group and it is aby product of the group. Job
satisfaction may contribute to raise the morale but it is not same as morale. Thus it is seen
that satisfaction not only increases efficiency, but also provides interest and motivation for
work. Moreover, it is also conducive to the all round development of the organization,
because directly or indirectly it influences attitude, morale and production level.
Job satisfaction can be measured in two ways. One, by
investigating the specific factors in the job and the resulting attitude. The other, which is
much more comprehensive, includes the overall factors that contribute to satisfaction in
life. Job satisfaction, as pointed out earlier, is a generalized attitude resulting from many
specific attitudes in three areas: specific job factors, individual adjustment and group
relationship. The executive or leader control those factors which produce satisfaction and
dissatisfaction, exhibits various qualities like motivation, communication and so on ton
make an employee feel happy with his job and stay on in the job to contribute to the
organizations success. A satisfied employee participates in the work whole heartedly and it
is the function of the executive to motivate the subordinates and provide the necessary job
environment to satisfy the subordinates.
41
GRIEVANCES:
There is hardly any company or an individual concern, which
functions absolutely smoothly at all times. In some, the employees have complaints against
their employers, while in others it is the employers who have a grievance against their
employees. These grievances may be real or imaginary, valid or invalid, genuine or false.
Broadly speaking a complaint effecting one or more workers constitutes a grievance. The
complaint may relate to the quantum of wages, the mode of payment, payment for overtime
work, leave, interpretation of service agreement, working conditions, promotions, seniority,
transfers, work assignments, dismissal or discharge, or a complaint against a foreman,
against the quality of the plant or the parts used in it, machinery, or the food available in
the canteen. Where the points at disputes are of a general applicability or are of a
considerable magnitude, they fall outside the scope of this procedure, that is, the grievance
handling procedure.
It is rather difficult to distinguish between dissatisfaction, complaint
and grievances. Generally speaking, dissatisfaction is any state or feeling of discontent,
whether it is innate and unexpressed or explicitly expressed. A dissatisfaction is orally
made known by one employee to another is known as a complaint. A complaint becomes a
grievance when this dissatisfaction, which is mostly related to work, is brought to the
notice of the management.
42
Wage handling.
43
ARBITRATION
Step 3
Step 2
Step 1
OWNER OR
MANAGER
LOCAL UNION
REPRESENTATIVE
SUPERVISOR
UNOIN STEWARD
EMPLOYEE
44
INDUSTRIAL RELATIONS
TRADE UNOINS:
According to section 2(b) of the trade union act of 1926, a trade
union is any combination of persons, whether temporary or permanent, primarily for the
purpose of regulating the relations between workers and employers, or between workers
and workers, and for imposing restrictive conditions on the conduct of any trade or
business and includes the federation of two or more trade unions.
We may define a trade union as: a continuous and voluntary
association of the salary or wage-earners and engaged in whether industry or trade, formed
for safeguarding the interests of its members, maintaining and improving the conditions of
their working lives, raising their status and promoting their vocational interests; and
securing better relations between them and their employees, through collective bargaining.
Unity is strength. This fact has been very effectively brought out by Longfellow in
the song of Hiawatha:
All your strength is in your union,
All your danger is in your discord;
45
ii.
Equal pay for equal work or for the same job. This principle is based on one of the
nine
Principles included in the ILOs charter of the freedom of labor, which says:
Men and women should receive equal remuneration for work of equal value.
iii.
Security of service, which enjoins upon trade unions that they ensure social and
economic security for their members.
According to the Trade Union Act of 1926, a trade union must work
to protect and promote the interests of the workers and the conditions of their
employment. The interest of the workers lies in getting reasonable wages, shorter working
hours, improved working conditions- social and psychological- and greater security, both of
person and the job.
46
CHAPTER 3
INDUSTRIAL PROFILE
COMPANY PROFILE
47
INDUSTRIAL PROFILE
INTRODUCTION
Asbestos is a naturally occurring silicate mineral with long, thin fibrous
crystals. The word asbestos is derived from a Greek adjective meaning inextinguishable.
The Greeks termed asbestos the miracle mineral because of its soft and pliant properties, as
well as its ability to withstand heat.
Asbestos became increasingly popular among manufacturers and builders in
the late 19th century due to its resistance to heat, electricity and chemical damage, its sound
absorption and tensile strength. When asbestos is used for its resistance to fire or heat, the
fibers are often mixed with cement or woven into fabric or mats. Asbestos was used in
some products for its heat resistance, and in the past was used on electric oven and hotplate
wiring for its electrical insulation at elevated temperature, and in buildings for its flameretardant and insulating properties, tensile strength, flexibility, and resistance to
chemicals.Asbestos pressure Pipes and Fittings are manufactured out of Chrysotile
Asbestos (Long Fibre Asbestos) and ordinary Portland Cement ranges in different length
and diameter. Generally these are 4 meter in length and 80 degree and 80mm in diameter
and fittings of various designs are 90 degree and above, single equal function and double
equal function.
48
Sprayed coatings on steel work, concrete walls and ceilings, for fire protection and
insulation. Lagging: insulation on pipe work, boilers and ducts
Insulation boards: in partitions, fire doors, and ceiling tiles. Common brand names
are Asbestolux, Turnabestos, LDR, and Marinite
Asbestos cement products: sheeting on walls and roofs, tiles, cold water tanks,
gutters, pipes and in decorative plaster finishes
Types of asbestos
There are six different types of asbestos split into two groups. Both groups have the same
hazards and occur as fibres. They are different in their chemistry and in the way they
formed millions of years ago.
Amphibole group
Crocidolite (blue asbestos), amosite (brown asbestos), anthophyllite, tremolite (can occur
with talc and white asbestos), actinolite
Serpentine group
Chrysotile (white asbestos)
Only chrysotile (white), crocidolite (blue), amosite (brown) and anthophyllite have been in
common industrial use. The colours are obvious when freshly mined, but ageing
and heat turns all asbestos a similar colour and only by scientific tests can asbestos
49
be identified and classified by type. By the end of the 1970s, 95% of all asbestos
mined was chrysotile and it is the only type still being exploited
Market Potential
In the light of economic liberalization, all round development is taking place in the country.
There is a very good demand of AC pressure pipes and fittings in the Government
department and domestic market. These pipes and fittings are extensively used for the
drainage of rainwater and irrigation purpose. With the upsurge in the building construction
and housing, the demand has further increase. There is good scope for setting up the
industry for the manufacture of these products.
Asbestos-cement pipe is light weight and strong, and is completely free of rust and
corrosion. Besides the two obvious materials, asbestos-cement pipe is also comprised of
silica. Being nonmetallic, it will not conduct electricity and resists electrolysis and galvanic
action.
As with cast-iron pipe, installation of asbestos-cement pipe is important because of its
extreme brittle character. The trench and the backfill material must be meticulously
uniform and free of debris, particularly rocks, to avoid pipe damage. Concrete thrust blocks
are required at all fittings, angles and stubs, so that internal water pressures can't pry
fittings from the pipe.
50
Asbestos Product
Asbestos-Cement
Corrugated Roofing
Substitute Products
Fiber-cement roofing using: synthetic fibers (polyvinyl alcohol,
polypropylene) and vegetable/cellulose fibers (softwood kraft pulp,
bamboo, sisal, coir, rattan shavings and tobacco stalks, etc.); with
optional silica fume, flyash, or rice husk ash
Microconcrete (Parry) tiles
Galvanized metal sheets
Clay tiles
Vegetable fibers in asphalt
Slate
Coated metal tiles (Harveytile)
Aluminum roof tiles (Dekra Tile)
Extruded uPVC roofing sheets
Recycled polypropylene and high-density polyethylene and crushed
stone (Worldroof)
Plastic coated aluminum
Plastic coated galvanized steel.
51
High Pressure:
Cast iron and ductile iron pipe
High-density polyethylene pipe
Polyvinyl chloride pipe
Steel-reinforced concrete pipe (large sizes)
Glass-reinforced polyester pipe
Low Pressure:
Cellulose-cement pipe
Asbestos-Cement Pipe Cellulose/PVA fiber-cement pipe
Clay pipe
Glass-reinforced polyester pipe
Steel-reinforced concrete pipe (large diameter drainage)
Cellulose-cement
Polyethylene
Fiberglass
Asbestos-Cement Water
Steel
Storage Tanks
Galvanized iron
PVA-cellulose fiber-cement
Asbestos-Cement
Rainwater Gutters;
Open Drains (Mining
Industry)
Galvanized iron
Aluminum
Hand-molded cellulose-cement
PVC
52
This industry Share about 673 small-scale asbestos mining and milling
facilities and 33 large - scale asbestos manufacturing plants, (17 asbestos-cement product
manufacturing plants and 16 other than asbestos-cement product plants) are situated in
India
Asbestos - cement makes up 85 per cent of all commercial applications and these products
are also being used as low-cost building materials. India consumes about one lakh tons of
chrysotile every year, mostly imported from Canada, Brazil, Kazakhstan, Russia and South
Africa.
AC
products
are
manufactured
mostly
in
wet
process.
these
agglomerates of particles and fibers are therefore, released in the surrounding and
may be dispersed in air and water in large amounts.
53
The asbestos cement pressure pipes are manufactured in the range from 80 mm to
1000 mm diameters.
They are manufactured in the classes of 5, 10, 15, 20 & 25. The class signifies the
hydraulic test pressure at which the pipe has been tested. This means the class 10
pipe certifies that it has been tested at a hydraulic pressure of 10kg/cm2. The
working pressure should normally be 50% of the test pressure.
The normal length of the pipes is 4 meters. Some of the also manufacture pipes in
the normal length of 5 meters. However the most prevalent nominal length of A.C.
pipes is 4 meters. Mainly looking to the transportation and the handling limitations
in case of 5 meter nominal length pipes, it is recommended that pipes of 4 meters
length should be used. The bureau of Indian standards ahs specified the various
parameters for checking the quality of A.C. pressure pipes in IS: 1592/1989. The
pipes to be ISI marked has to qualify all the parameters specified in the said
standard. The tests include hydraulic working pressure test, hydraulic burning test,
crushing test, bending test, pipe straightness test etc.
Non-corrosives
Non-tuberculation
Thermal insulation
Impermeability
Light weight
Fewer specials
Fewer joints
No health hazards
Easy installation
55
COMPANY PROFILE
Wood
Plast.
Ltd.
It
is
situated
at
Gundlapochmapally(village),
56
Objectives:
To establish and carry on in India the business as manufacturing, producer,
wholesaler, retailer, traders etc., to deal in all shapes, sizes, dimensions, varieties,
specifications, uses of all or any kind of pipes including asbestos and cement pipes.
To carry on the business of work contracts all over India.
To manufacture, buy, sell, import, export, or otherwise deal in asbestos and cement
pressure pipes that may be required by the State Governments.
To purchase on hire goods, materials, machinery on credit or otherwise for the
purpose of the company.
To engage in research into all problems relating to personnel, industrial, and
business management, marketing & selling and to collect, prepare and to distribute
information relating to the type of the business.
Highlights:
57
Project appraised and term loan assistance from HUDCo (Housing and
Urban Development Corporation).
MANAGEMENT
Mr. N.K.Sudreshan Reddy, General Manager (works) looks after the affairs of the factory.
Mr. Bhoopal Reddy a postgraduate in Management one of the directors of the company has
been looking after the affairs of SVP.LTD. He is also the Managing Director of Sri KPR
Infra & Projects Ltd subsidiary of SVP Ltd.
Right now all the HR activities are managed and controlled by the director Mr.
N.K.Sudershan Reddy with the help of his associates and assistants.
58
CHAPTER 4
ANALYSIS & INTERPRETATION
59
Sources
No. of respondents
Campus
Reference
Paper ads
13
Consultancies
60
INTERPRETATION:
The most of the percentage is given to the paper ad, which is
up to 65%. And the next is given to the references, which is up to 35%. The rest are not at
all considered in the organization. This is how the company is totally concentrating on
paper ads and references.
Traits
No. of respondents
Skills
Attitude &
knowledge
Learning ability
Experience
13
61
INTERPRETATION:
The company is giving importance to the experienced candidates,
responding up to 65%. Next importance is given to the skills responding up to 25%. And
10% is given to both skills and experience.
(3) Who among the following are involved in the performance appraisal?
No. of respondents
Immediate
superior
Self analysis
Peers
Customers
Overall
department head
Both immediate
& overall
department head
13
2
62
INTERPRETATION:
From the analysis I came to know that about 65% of the respondents say that
Overall department is involved in the performance appraisal. And 25% to the immediate superior.
10% is given to the both immediate & overall department head. Others are not given importance.
No. of respondents
Factories act
Maternity act
Pension act
Gratuity act
PF
Both PF &
factories act
63
INTERPRETATION:
Most of the employees are given provident fund by the organization, responding up
to 45%. Factories act is given 40%. And 15% is given to both provident fund & factories act.
Pension, gratitude and maternity act are not been considered much.
No. of respondents
Yes
12
No
Sometimes
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INTERPRETATION:
60% of the respondents say that they really have concern towards the
Employees. Some of them who dont feel that employees are shown concern gave have come
No.given
of respondents
to 40%. It seems that employees are
due consideration in the company.
Yes
10
No
10
(6) Efforts to position the employees for the best utilization of their talents?
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INTERPRETATION:
Half of the respondents say that they really make use of the talents to have
optimum results. And also the other half of them say that talents of the employees are not been
used properly.
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CHAPTER 5
FINDINGS
CONCLUSIONS
SUGGESTIONS
FINDINGS
RECRUITMENT POLICY
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PERFORMANCE APPRAISAL
Performance appraisal is done just for giving some incentive in the form of
increments, as there are no promotions. The supervisor and the accountant will do the
performance appraisal.
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The supervisor appraises the efficiency of the worker at the workplace, i.e.
he checks how far the employee is attentive while doing the work and how is he
performing on the job.
The accountant does the second part of the performance appraisal. The
accountant records the attendance and the time when the worker comes to the workplace.
So performance appraisal is done on the basis of punctuality and good attendance record.
Both the supervisor and the accountant will give their report to the works
manager about the performance of each worker. The works manager will decide whether to
give any increment or not.
GRIEVANCES
According to the observations and interactions with the
respondents it is found that there is concern for the employees from the management side.
But they say that most of the grievances were not resolved properly by them. No particular
person is concerned for the grievance handling.
JOB SATISFACTION
Most of the employees are not satisfied with their job and the
working conditions of the job. The reason being the management is least bothered about the
welfare of the workers and most of the workers are willing to leave the organization if they
get a better job. To some extent the company the labor turnover is not so high. But to
decrease the labor turnover, it is important to attain the satisfaction of the employees.
TRADE UNION
There is a trade union even though the company is small.
Most of the respondents, trade union is not doing its duty in a well defined manner. Almost
every person interviewed was of the opinion that trade unions are a must for small
companies also.
CONCLUSIONS
is found that certain HR practices are followed but unfortunately these practices are
unorganized and unstructured. In fact there is no specific HR department, the reason being
the company did not feel the need for it so far.
The problems ailing in the current practices are like:
The company is following the HR practices in an unstructured and unorganized
way.
The accountant is making the performance appraisal, whereas the duty of the
accountant is to look after the accounts. The accountant also lacks the knowledge
of performance appraisal.
There has been unnoticeable direct baring on the productivity because of this
present system of practices.
The Managing Director is doing the recruitment process, by not delegating the
responsibility of recruitment to the department concerned. He is not utilizing his
time optimally.
SUGGESTIONS
If the company wants to succeed in the long run the following suggestions
are made keeping the drawbacks of the company.
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To set up an integrated HR department. Though the company follows almost all the
HR practices which are not structured or organized.
Create the need for training. As the workers are not in a position to know the
advancement of any machine being used.
To encourage the productive and efficient workers with incentives. Encourage the
efficient employees also with some non-monetary benefits.
To adopt a proper HR planning system, should make a clear job description and
restructure its recruitment policy.
To allow the employees to express their grievances clearly and handle them
properly.
Introducing welfare measures for the employees, like transportation facilities,
credit facilities etc. Arranging for the annual get together for the recreation of the
employees.
Follow the policy of recruiting people who have experience in the relevance field.
BIBLOGRAPHY
BOOKS:
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INTERNET:
www.Google.com.
www.ask.com.
www.wikipedia.com.
APPENDIX
QUESTIONNAIRE
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(CLOSED ENDED)
1. What are the sources of recruitment process?
-campus
-Reference
-Paper ads
-Consultancies
2. Which of the following traits is the basis for selection?
(A). Skills (B). Attitude & Knowledge (C). Learning ability (D). Smart work &
Hard work (E).Experience (F).both (A) & (F)
3. Who among the following are involved in the performance appraisal system?
(A). Immediate superior (B). self analysis is also included (C). peers are also
included (D). customers (E). Overall department head (F).Both (A) & (E)
4. Which of the following are covered in your organization?
(A). Factories Act
(B). Maternity Act
(C). Pension Act
(D). Gratuity Act
(E). PF
(F). Both PF & Factories act
5. Company concern for employees?
a. yes
b. no
c. sometimes
6. Efforts to position the employees for the best utilization of their talents?(Y/N)
(OPEN ENDED)
1. Any other recruitment sources would be suitable for the organizational needs? If yes
what are they? And why?
______________________________________________
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Organizations Hierarchy
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CHIEF EXECUTIVE
OFFICER
MANAGING DIRECTOR
Marketing Manager
General Manager
Production Manager
Quality Control
Manager
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Accounts Manager
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