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1. INTRODUCTION:
DEFINITION:
Human resources can be thought of as the total knowledge, talents aptitudes, creative
abilities of an organization work force as well as the value, attitude and beliefs of the
individuals involve.
-LEONC.MEGGINSON.
Personnel management effectively describes the process of planning and directing the
application development and utilization of human resources in employment.
-DALE YODER
last two levels of "Howletts Hierarchy." They occur when the person motivates
themselves (after external motivation needs are met.) An employer or leader that meets
the needs on the "Howletts Hierarchy" will see motivated employees and see
productivity increase. Understanding the definition of motivation, and then applying it,
is one of the most prevalent challenges facing employers and supervisors. Companies
often spend thousands of dollars each year hiring outside firms just to give motivation
seminars.
Scope of the study
The study in confined and relevant only to Heritage Foods (India) Limited
(HFIL) applicable to any organization.
The study assists the management in determining the decision regarding the
performance of the employee.
Research Methodology:
(Both Primary source of data and Secondary source of data)
Primary Source: Discussions with plant staff, Interviews, Questionnaire administered.
It may be cost
consuming in selecting personnel, training costs and labor costs may be high, it may
result in slower or inconsistent services and poor use of the technique of empowerment.
At the outset, Managers must also accept the fact that not all employees want to
be empowered. Many workers just work better in jobs that are clearly defined and
closely supervised. Once both employees and managers have received proper training,
the next step is go give employees control of the resources needed to make the
improvements in their job and work processes.
CHAPTER-II
REVIEW OF LITERATURE
2. INTRODUCTION
Human beings are a resource to an organization. Like another resource they
represent an investment whose development and utilization require proper managing.
There is a fundamental trust the people are organizations most important assets.
2.1.1 DEFINITION:
1. Motivation is the complex forces starting and keeping a person at work in the
organization.
Needs: These are the deficient, and create whenever there is a physiological or
psychological imbalance.
Drive or motives: These are set to alleviate needs. These are action oriented and
provide an energizing thrust toward goal accomplishment. They are the very heart of
the motivation process.
Goal: Goals are any thing which will alleviate a need and reduce a drive.
1. Primary need
2. Secondary need
3. General needs
10
1) Primary needs: These are also known as physiological, biological, basic, or unclear
needs. These needs are common in human beings through their intensity differs.
2) Secondary needs: As contrast to primary needs, these are not natural but are learned
by the individual through experience and interaction. Emergency of these needs
depends in learning.
3) General needs: Through a separate classification for general needs is not always
given, such a category seems necessary because there are a number of needs which lie
in the grey area between the primary and secondary needs. In fact, there are certain
needs such as need for competence, curiosity, manipulation, affection, etc.
11
Positive reinforcement
Restructuring job
12
A persons inner drives push and propel him/her towards an employer, a particular job,
career, line of study, or other activity. The outer(external)motivators are the mirror
image the employer or outside world offers in response to the inner drives. In order to
attract the cream of the crop of available workers, same as in his/her dealings with
customers, the employer not only tries to satisfy these basic needs individual workers
have.
13
1. Earn wages that will enable them to pay for basic necessities and additional
luxuries such as the purchase of a home, or travel
5. win recognition
14
."
15
CHAPTER-III
INDUSTRIAL PROFILE
&
COMPANY PROFILE
16
outdated systems. Internet sales are rapidly growing worth 5 billion in 1999, they
were worth 140 billion in 2008 and will likely continue to grow in the future, so it is
important for brick and mortar retailers to have online presences.
Growth of Indian Retail
According to the 8th Annual Global Retail Development Index (GRDI) of AT Kearney,
India retail industry is the most promising emerging market for investment. In 2007, the
retail trade in India had a share of 8-10% in the GDP (Gross Domestic Product) of the
country. In 2009, it rose to 12%. It is also expected to reach 22% by 2010.
According to a report by Northbride Capita, the India retail industry is expected to
grow to US$ 700 billion by 2010. By the same time, the organized sector will be 20%
of the total market share. It can be mentioned here that, the share of organized sector in
2007 was 7.5% of the total retail market.
Major Retailers in India
Pantaloon:
Pantaloon is one of the biggest retailers in India with more than 450 stores across the
country. Headquartered in Mumbai, it has more than 5 million sq. ft retail space located
across the country. It's growing at an enviable pace and is expected to reach 30 million
sq. ft by the year 2010. In 2001, Pantaloon launched country's first hypermarket Big
Bazaar. It has the following retail segments:
19
E-tailing: Futurebazaar.com
Tata Group
Tata group is another major player in Indian retail industry with its subsidiary Trent,
which operates Westside and Star India Bazaar. Established in 1998, it also acquired the
largest book and music retailer in India Landmark in 2005. Trent owns over 4 lakh sq.
ft retail space across the country.
Reliance
Reliance is one of the biggest players in Indian retail industry. More than 300 Reliance
Fresh stores and Reliance Mart are quite popular in the Indian retail market. It's
expecting its sales to reach Rs. 90,000 crores by 2010.
20
AV Birla Group
AV Birla Group has a strong presence in Indian apparel retailing. The brands like Louis
Phillipe, Allen Solly, Van Heusen, Peter England are quite popular. It's also investing in
other segments of retail. It will invest Rs. 8000-9000 crores by 2010.
Mom-and-pop stores: they are family owned business catering to small sections;
they are individually handled retail outlets and have a personal touch.
Convenience stores: are located in residential areas with slightly higher prices
goods due to the convenience offered.
Shopping malls: the biggest form of retail in India, malls offers customers a mix
of all types of products and services including entertainment and food under a
single roof.
E-trailers: are retailers providing online buying and selling of products and
services.
Discount stores: these are factory outlets that give discount on the MRP.
Vending: it is a relatively new entry, in the retail sector. Here beverages, snacks
and other small items can be bought via vending machine.
21
Category killers: small specialty stores that offer a variety of categories. They
are known as category killers as they focus on specific categories, such as
electronics and sporting goods. This is also known as Multi Brand Outlets or
MBO's.
Specialty stores: are retail chains dealing in specific categories and provide deep
assortment. Mumbai's Crossword Book Store and RPG's Music World are a
couple of examples.
The Future
The retail industry in India is currently growing at a great pace and is expected to go up
22
to US$ 833 billion by the year 2013. It is further expected to reach US$ 1.3 trillion by
the year 2018 at a CAGR of 10%. As the country has got a high growth rates, the
consumer spending has also gone up and is also expected to go up further in the future.
In the last four year, the consumer spending in India climbed up to 75%. As a result, the
India retail industry is expected to grow further in the future days. By the year 2013,
the organized sector is also expected to grow at a CAGR of 40%.
Retail consists of the sale of goods or merchandise from a fixed location, such as a
department store, boutique or kiosk, or by mail, in small or individual lots for direct
consumption by the purchaser. Retailing may include subordinated services, such as
delivery. Purchasers may be individuals or businesses. In commerce, a "retailer" buys
goods or products in large quantities from manufacturers or importers, either directly or
through a wholesaler, and then sells smaller quantities to the end-user. Retail
establishments are often called shops or stores. Retailers are at the end of the supply
chain. Manufacturing marketers see the process of retailing as a necessary part of their
overall distribution strategy. The term "retailer" is also applied where a service provider
services the needs of a large number of individuals, such as a public utility, like electric
power.
Shops may be on residential streets, shopping streets with few or no houses or in a
shopping mall. Shopping streets may be for pedestrians only. Sometimes a shopping
street has a partial or full roof to protect customers from precipitation. Online retailing,
a type of electronic commerce used for business-to-consumer (B2C) transactions and
mail order, are forms of non-shop retailing.
Shopping generally refers to the act of buying products. Sometimes this is done to
obtain necessities such as food and clothing; sometimes it is done as a recreational
23
activity. Recreational shopping often involves window shopping (just looking, not
buying) and browsing and does not always result in a purchase.
Etymology
Retail comes from the French word retailler, which refers to "cutting off my hands, clip
and divide" in terms of tailoring (1365). It first was recorded as a noun with the
meaning of a "sale in small quantities" in 1433 (French). Its literal meaning for retail
was to "cut off, shred, off my toes paring". Like the French, the word retail in both
Dutch and German (detailhandel and Einzelhandel respectively), also refers to the sale
of small quantities of items.
Food products
24
Department stores - very large stores offering a huge assortment of "soft" and
"hard goods; often bear a resemblance to a collection of specialty stores. A
retailer of such store carries variety of categories and has broad assortment at
average price. They offer considerable customer service.
Discount stores - tend to offer a wide array of products and services, but they
compete mainly on price offers extensive assortment of merchandise at
affordable and cut-rate prices. Normally retailers sell less fashion-oriented
brands. However the service is inadequate.;
Variety stores or "dollar stores" - these offer extremely low-cost goods, with
limited selection;
Malls: has a range of retail shops at a single outlet. They endow with products,
food and entertainment under a roof. Example: Sigma mall and Garuda mall in
Bangalore, Express Avenue in Chennai.
26
E-tailers: The customer can shop and order through internet and the
merchandise are dropped at the customer's doorstep. Here the retailers use drop
shipping technique. They accept the payment for the product but the customer
receives the product directly from the manufacturer or a wholesaler. This format
is ideal for customers who do not want to travel to retail stores and are
interested in home shopping. However it is important for the customer to be
wary about defective products and non secure credit card transaction. Example:
Amazon and Ebay.
Automated Retail stores are self service, robotic kiosks located in airports, malls
and grocery stores. The stores accept credit cards and are usually open 24/7.
Examples include ZoomShops and Redbox.
27
Convenience store - a small store often with extended hours, stocking everyday
or roadside items;
General store - a store which sells most goods needed, typically in a rural area;
Retailers can opt for a format as each provides different retail mix to its customers
based on their customer demographics, lifestyle and purchase behaviour. A good format
will lend a hand to display products well and entice the target customers to spawn sales.
28
COMPANY PROFILE
Heritage at a Glance:
The Heritage Group, founded in 1992 by Sri Nara Chandra Babu Naidu, is one of the
fastest growing Private Sector Enterprises in India, with four-business divisions viz.,
Dairy, Retail, Agri, and Bakery under its flagship Company Heritage Foods (India)
29
Limited (HFIL). The annual turnover of Heritage Foods crossed Rs.1274 crores in
2011-12.
Recognitions
1st prize in Energy Conservation
Main Dairy Plant, Gokul, near Kasipentla on Tirupati- Chittoor Highway had won the
Prestigious 1st prize in Energy Conservation for the Year 2012 at the National Level for
it's outstanding performance in conserving the Natural Resources through the most
efficient use of Energy.
Presently Heritages milk products have market presence in Andhra Pradesh,
Karnataka, Kerala, Tamil Nadu and Maharastra and its retail stores across Bangalore,
Chennai and Hyderabad. Integrated agri operations are in Chittoor and Medak Districts
and these are backbone to retail operations.
In the year 1994, HFIL went to Public Issue to raise resources, which
was oversubscribed 54 times and its shares are listed under B1 Category on BSE (Stock
Code: 519552) and NSE (Stock Code: HERITGFOOD)
About the founder:
Sri Chandra Babu Naidu is one of the greatest Dynamic, Pragmatic,
Progressive and Visionary Leaders of the 21st Century. With an objective of bringing
prosperity in to the rural families through co-operative efforts, he along with his
relatives, friends and associates promoted Heritage Foods in the year 1992 taking
opportunity from the Industrial Policy, 1991 of the Government of India and he has
been successful in his endeavour.
30
At present, Heritage has market presence in all the states of South India.
More than three thousand villages and five lakh farmers are being benefited in these
states. On the other side, Heritage is serving more than 6 lakh customers needs,
employing more than 700 employees and generating indirectly employment
opportunity to more than 5000 people. Beginning with a humble annual turnover of just
Rs.4.38 crores in 1993-94, the sales turnover has reached close to Rs.300 crores during
the financial year 2005-2006.
Sri Naidu held various coveted and honorable positions including Chief
Minister of Andhra Pradesh, Minister for Finance & Revenue, Minister for Archives &
Cinematography, Member of the A.P. Legislative Assembly, Director of A.P. Small
Industries Development Corporation, and Chairman of Karshaka Parishad.
Sri Naidu has won numerous awards including " Member of the World
Economic Forum's Dream Cabinet" (Time Asia ), "South Asian of the Year " (Time
Asia ), " Business Person of the Year " (Economic Times), and " IT Indian of the
Millennium " ( India Today).Sri Naidu was chosen as one of 50 leaders at the forefront
of change in the year 2000 by the Business Week magazine for being an unflinching
proponent of technology and for his drive to transform the State of Andhra Pradesh .
31
Heritage Slogan:
32
Milk Producers:
Change in life styles of rural families in terms of:
Heritage
Organizing "Rythu Sadasu" and Video programmes for educating the farmers in
dairy farming
Customers:
34
Employees:
Heritage forges ahead with a motto "add value to everything you do"
Returns:
Consistent Dividend Payment since Public Issue (January 1995)
Service:
Suppliers:
Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit
flavoured drinks Alfa-Laval: supplier of high-end machinery and technical support
Focusing on Tetra pack association for products package.
Society:
Employment for the youth by providing financial and animal husbandry support
for establishing MINI DAIRIES
2.
3.
4.
5.
6.
7.
8.
Outlook:
Considering the growth potential in the liquid milk market, the company
has drawn plans to increase its market share in the existing markets and to enter into
new markets there by doubling revenues in dairy business in the next 3 years. To
achieve this object, company is undertaking major expansion in dairy business by
inverting over Rs20 crores during 2006-07 and over Rs10 crores during the current year
to strengthen the milk procurement.
CODE OF CONDUCT AND ETHICS FOR DIRECTORS & SENIOR
MANAGEMENT
PREFACE This Code of Conduct and Ethics (herein after referred to as the "Code") has
been adopted by the Board of Directors of Heritage Foods (India) Limited (herein after
referred to as "the Company") , to be applicable to all Directors and all members of
senior management i.e., personnel who are a part of the core management team and
including all functional heads of the company (herein after referred to as the 'Members')
with
effect
from
December
23,
2005.
This Code helps the Members maintain good standards of business conduct, foster
ethical and moral conduct and promote a culture of honesty and accountability, so as to
set an example to others in the company.
The Code is not an all-inclusive comprehensive policy and cannot anticipate every
situation that may arise in the course of the company's business. The Members are
expected to bear in mind the essence and substance of the Code in all their dealings /
transactions with the Company.
38
CORPORTE OPPORTUNITIES
Members owe a duty to the Company to advance its legitimate interests when the
opportunity to do so arises and are expressly prohibited from improper use of
information / property or taking improper advantage of their position. PREVENTION
OF INSIDER TRADING Insider trading is prohibited both by the Law as well as by
the company policy . Insider trading generally involves the act of subscribing to or
buying or selling of the Company's securities, when in possession of any Unpublished
Price Sensitive Information about the company.
"Price sensitive information " is such information, which relates directly or indirectly to
the company and which if published is likely to materially affect the price of securities
of the Company. It is important to note that both positive and negative information
could be price sensitive.
Members shall not derive benefit or assist others to derive benefit or assist them to
derive benefit on their behalf by giving investment advice from the available access to
and possession of information about the Company, which is not in public domain and
thus constituting insider information. Members shall comply with the prevention of
insider trading guidelines as issued by Securities Exchange Board of India (SEBI).
SECURITIES MARKET POLICY
The Company is committed to comply with securities laws in all the markets in which
the Company's securities are listed. The company prohibits fraudulent and unfair trade
practices with regard to the securities of the Company by all Members.
CONFIDENTIALITY OF INFORMATION POLICY
39
Any information concerning the Company's business, its customers, suppliers etc which
is not in the public domain and to which the Members have access or possesses such
information, shall be considered confidential and held in confidence, unless authorized
to disclose or such disclosure is required as a matter of law. Members shall not provide
any information either formally or informally, to the press or any other publicity media,
unless specially authorized to do so.
COMPETITION POLICY
The Company shall compete only in an ethical and legitimate manner. It prohibits all
actions that are anti- competitive or otherwise contrary to laws that govern competitive
practices in the market place. Members shall uphold the same.
SELECTING SUPPLIERS
The Company's suppliers make significant contribution to its success. The Company's
policy is to purchase / avail supplies based on need, quality, service, price and other
commercial terms and conditions. Suppliers should be selected based on merit, price,
quality and performances. The Company's policy is to select significant suppliers
through a competitive bid process wherever possible. Under no circumstance should
the Company or its employee, agent or contractor attempt to coerce suppliers in any
way.
ENVIRONMENT, HEALTH AND SAFETY POLICY
Members shall take environmental consciousness a step further as a company and
contribute to preserving nature as well as safety measures in own respective work areas.
All Members are responsible for conducting safe and environmentally sound
operations; this is in the interest of our own well-being and the quality of life of others.
Members shall abide by this policy.
ELIMINATION OF CHILD LABOUR
It is the Company's policy not to support child labour. The Company is committed to
implement the provisions of the Child Labour (Prohibition and Regulation) Act, 1986.
To, promote this the Company encourages its suppliers also to work towards a no child
41
labour policy in their industries. Members shall strictly observe that no child labour is
employed in the company.
ABOLITION OF FORCED LABOUR
The Company strictly prohibits forced or compulsory labour. The Company is
committed to ensuring that employees enter into employment and stay on in the
Company of their own free will. Members shall uphold this policy.
GIFTS & DONATIONS
No Member shall receive or offer, directly or indirectly, any gifts, donations,
remuneration, hospitality, illegal payments and comparable benefits which are intended
or perceived to be intended to obtain business (or uncompetitive) favours or decision
for the conduct of the business. Normal gifts of commemorative nature for special
events may be accepted and reported to the Board.
OTHER DIRECTORSHIPS
The Company feels that serving on the Board of directors of other companies may raise
substantial concerns about potential conflict of interest. Therefore all Directors shall
report / disclose such relationships to the Board on an annual basis. It is felt that service
on the Board of a direct competitor is not in the interest of the Company. Hence all the
Directors are barred in accepting such position without the concurrence of the Board.
ACCOUNTABILITY
The Board of Directors (BOD) shall oversee the Company's adherence to ethical and
legal standards. All employees and members of the BOD shall undertake to stop or
42
prevent actions that could harm customers or reputation of the Company and to report
such actions as soon as they occur to take corrective steps and see that such actions are
not repeated.
COMPLIANCE WITH CODE OF CONDUCT
Each Director and senior management personnel shall adhere to this code of conduct
and affirm compliance with the code on an annual basis as per the Annexure to the
Code. Violation of this Code will lead to appropriate disciplinary action.
WAIVER OF THE CODE
Any waiver of the applicability of the Code or waiver of application of any provision of
the Code to any Member shall be approved by the Board of Directors and disclosed as
required by Law or SEBI / Stock Exchange regulations.
BRANCHES OF HFIL:
HFIL has 3 wings. They are
1. Dairy
2. Retail
3. Agribusiness
1. Dairy:
It is the major wing among all. The dairy products manufactured by HFIL are
43
Milk, curd, butter, ghee, flavoured milk, paneer, doodhpeda, ice cream.
2. Retail:
In the retail sector HFIL has outlets namely Fresh@. In those stores the
products sold are vegetables, milk& milk products, grocery, pulses, fruits etc.
In Hyderabad 19 retail shops are there. In Bangalore& Chennai, 3&4
respectively are there. Totally there are 26 retail shops are there.
Fresh@ is a unique chain of retail stores, designed to meet the needs of
the modern Indian consumer. The store rediscovers the taste of nature every day
making grocery shopping a never before experience.
given by the agri professors will approach the farmers directly and make a deal with
them. It is the process of registering the farmers.
Heritage Finlease Heritage Finlease Limited was incorporated under the companies Act
1956 on 23rd of February 1996 and commenced business from 2nd day of April 1996.
The Registered office is located at 6-3-541/c Punjagutta, Hyderabad-500082.
The following are the directors of the company:
Sri D.Seetharamaiah
Smt. N. Bhuvaneswari
Sri M. Sivarama Varaprasad
Sri R.S.Bakkannavar
The Company was registered as Non Banking Financial Institution on 5th Day of
December 1998 by Reserve Bank of India as a Deposit Taking Company under the
category
Hire
Purchase
Company.
At Present the company is allowing Dairy Loans to Small Farmers under Tie up
arrangement with Heritage Foods (India) Limited. The Company has been earning
profits from inception and functioning in conformity with the rules and directions of
Reserve Bank of India.
3.3 MOTIVATION PHILOSOPHY IN HERITAGE FOODS (INDIA) LIMITED
(HFIL)
HERITAGE FOODS (INDIA) LIMITED (HFIL) recognizes that employees
are the most important resource of any organization. In the modern world, the human
factor alone can provide a competitive edge to any organization.
As one author
remarks Some of the best assets walk into and outside the organization everyday.
45
All HRD efforts are based on the fundamental concept that Human-beings
infinite potential for growth and development that can be converted into performance
by investment of time and effort by management at all levels. In HERITAGE FOODS
(INDIA) LIMITED (HFIL) Human Resource Management is identified as a key
area providing the cutting edge to the organization in its endeavor towards competitive
excellence. The HRD philosophy of the organization is based on continuous efforts to
enhance the knowledge develop skills and reorient attitude of employees to keep pace
with the changing environment. An attempt is made to align HD programmes with the
basic business strategy.
1.
To ensure that adequate time and efforts are invested at all levels of
management towards people management.
2.
46
3.
4.
To help employees improve their core competency that has direct impact on
their performance and productivity.
5.
To provide avenues for the growth and development of the individual through
actualization of inherent potentialities.
Generally, a training period should not be unduly long: if it is, trainees may feel
bore uninterested. The ideal session should not go beyond 2 to 3 hours at stretch, with
a break in between 2 sessions. It convenient employees may be trained for a week or a
fortnight for an hour or two, every day after work hours.
The training period may extend from 3 weeks to 5 months even more,
depending upon job requirements.
48
Evaluation specialist must be clear about the goals and purposes of evaluation.
Evaluation must be provide the means and focus for trainers to be able to
appraise themselves, their practices, and their products.
TRAINING EFFECTIVENESS
Training effectiveness is the degree to which trainees are able to learn and apply
the knowledge and skills acquired in the training programme.
49
It depends to the
attitudes, interests, values, and expectations of the trainees and the training
environment. A training programmer is likely to be more effective when the trainees
want to learn, are involved in their jobs, have career strategies. Contents of a training
programme, and the ability and motivation of trainers also determine training
effectiveness.
2.
3.
4.
Giving oral and written tests to trainees to ascertain how far they have learnt,
5.
6.
7.
8.
9.
Trainees comments and reactions during the training period, and Cost benefit
analysis of training programme.
3.6 FEEDBACK
After the evaluation, the situation should be analysed to identify the possible
causes for difference between the expected outcomes and the actual outcomes. The
precautions should be taken in designing and implementing future training programme
50
so as to avoid these causes. The outcomes of training programme should justify the
time, money, and efforts invested by the organization in training. Information collected
during evaluation should be provided to the trainees and the trainers as well as to others
concerned with the designing and implementation of training programmes. Follow-up
action is required to ensure implementation of evaluation report at every stage.
Unfreezing
Intervention :
Introducing change
Freezing
52
Organizational Analysis
It involves a study of the entire organization. In terms of its objectives, it is
resources, resource allocation and utilization, growth potential and its environment. Its
purpose it to determine where training emphasis should be placed within the
organization. Organizational analysis consists of the following elements:
Analysis of objectives
Organization analysis
Environmental Scanning
Manpower Analysis
In the analysis the persons to be trained and the changes required in the
knowledge, skills and aptitudes of an employee are determined. Training can be
relevant and viable if the three types of analysis given above are carried on
continuously more over this analysis should be integrated in a carefully designed and
executed programme.
54
Training Objectives:
Generally line manager ask the personnel manager to formulate the training
policies. The personnel Manager formulate the following training objectives in keeping
with companys goals and objective:
a.
To prepare the employee both new and old to meet their present as well as the
changing requirements of the job and the organization.
b.
To prevent obsolescence.
c.
d.
e.
f.
g.
h.
i.
55
ii)
iii)
iv)
v)
vi)
vii)
viii)
Several methods are used to provide on the job training e.g., coaching job
rotation, committee assignments, etc. A popular form of the job training is Job
56
Preparing the trainee for instruction. This involves putting the trainee at ease,
securing his interest and attention, stressing the importance of the job, etc.
Applying and trying out the instructions to judge how far the trainee has
understood the instructions.
Apprenticeship Training
57
employers in specified industries are required to train the prescribed number of persons
in designated trade. The aim is to develop all-round craftsmen. Generally, a stipend is
paid during the training period. Thus, it is an earn when you learn scheme.
CHAPTER-IV
58
Table - 1
SATISFACT
NEUTRAL
DISSATISFACTIO
IST CLASS
ION
92
N
4
EMPLOYEE
IIND CLASS
40
20
EMPLOYEE
IIIRD CLASS
77
23
59
EMPLOYEE
Char t - 1
100
50
0
INTERPRETATION:
60
NEUTRAL
DISSATISFACTION
IST CLASS
92
EMPLOYEE
IIND
68
24
87
10
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
61
Chart - 2
100
90
80
70
60
50
40
PERCENTAGE
30
20
10
0
62
INTERPRETATION:
Table - 3
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
63
24
EMPLOYEE
IIND
48
36
16
63
30
CLASS
EMPLOYEE
IIIRD
CLASS
63
EMPLOYEE
Chart - 3
70
60
50
40
30
PERCENTAGE 20
10
0
64
INTERPRETATION:
4.I believe that al the divisions in the company and work together to
achieve common goal
Table - 4
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
84
16
EMPLOYEE
IIND
88
CLASS
EMPLOYEE
65
IIIRD
60
37
CLASS
EMPLOYEE
Source:- The data is obtained using a structured questionnaire.
Chart - 4
100
90
80
70
60
50
40
Percentage
30
20
10
0
66
INTERPRETATION:
Table - 5
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
88
12
EMPLOYEE
IIND
88
12
CLASS
EMPLOYEE
67
IIIRD
80
17
CLASS
EMPLOYEE
Source:- The data is obtained using a structured questionnaire.
Chart - 5
68
100
90
80
70
60
50
40
Percentage
30
20
10
0
INTERPRETATION:
69
Table - 6
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
96
EMPLOYEE
IIND
56
40
57
33
10
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
Source:- The data is obtained using a structured questionnaire.
Chart - 6
70
120
100
80
60
Percentage
40
20
0
INTERPRETATION:
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
76
24
EMPLOYEE
IIND
72
24
60
23
17
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
Source:- The data is obtained using a structured questionnaire.
Chart - 7
72
80
70
60
50
40
30
Percentage 20
10
0
INTERPRETATION:
Table - 8
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
72
24
EMPLOYEE
IIND
68
28
60
26
14
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
Source:- The data is obtained using a structured questionnaire.
Chart - 8
74
80
70
60
50
40
30
PERCENTAGE 20
10
0
INTERPRETATION:
Table - 9
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
64
36
EMPLOYEE
IIND
68
32
66
27
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
Source:- The data is obtained using a structured questionnaire.
Chart - 9
76
80
70
60
50
40
30
Ist class employee
PERCENTAGE
20
10
0
INTERPRETATION:
Table - 10
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
84
16
EMPLOYEE
IIND
92
93
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
Source:- The data is obtained using a structured questionnaire.
Chart - 10
78
100
90
80
70
60
50
40
PERCENTAGE
30
20
10
0
INTERPRETATION:
79
NEUTRAL
DISSATISFACTION
IST CLASS
80
20
EMPLOYEE
IIND
80
20
73
23
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
Source:- The data is obtained using a structured questionnaire.
80
Chart - 11
90
80
70
60
50
40
PERCENTAGE
30
20
10
0
INTERPRETATION:
81
NEUTRAL
DISSATISFACTION
IST CLASS
72
20
EMPLOYEE
IIND
28
56
16
50
33
17
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
Source:- The data is obtained using a structured questionnaire.
82
Chart - 12
80
70
60
50
40
30
PERCENTAGE 20
10
0
INTERPRETATION:
83
NEUTRAL
DISSATISFACTION
IST CLASS
80
16
EMPLOYEE
IIND
68
30
60
37
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
Source:- The data is obtained using a structured questionnaire.
84
Chart - 13
90
80
70
60
50
40
PERCENTAGE
30
20
10
0
INTERPRETATION:
85
NEUTRAL
DISSATISFACTION
IST CLASS
44
36
20
EMPLOYEE
IIND
48
44
20
23
27
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
Source:- The data is obtained using a structured questionnaire.
86
Chart - 14
60
50
40
30
PERCENTAGE
20
10
0
INTERPRETATION:
87
NEUTRAL
DISSATISFACTION
IST CLASS
56
32
12
EMPLOYEE
IIND
52
44
70
17
13
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
Source:- The data is obtained using a structured questionnaire.
88
Chart - 15
80
70
60
50
40
30
PERCENTAGE 20
10
0
INTERPRETATION:
89
CHAPTER-V
FINDINGS
CONCLUSION
SUGGESTIONS
BIBLIOGRAPHY
QUESTIONNAIRE
Findings
90
Most of the respondents have expressed that they are interested in the on- the- job
method.
Most respondents expressed that feedback is collected from all the participants in
the program.
The employee in the organization are well participated in the training program.
Most of the employees are very much satisfied about the selection of the
candidates for training.
Most of the employees are expressed that the training programmed is imparting
the latest technology in the market.
Most of the employees agree with the training programmed meet pre-specified
objectives.
Most of the employees are respond positive with the training programmed
conducted in the organization.
91
CONCLUSION:
In the above perspective, the present chapter makes an attempt to draw some
conclusions in HERITAGE FOODS (INDIA) LIMITED (HFIL). It should be
confessed here that the investigator is conscious of the limitations of the study and the
conclusion drawn on the basis of the sample from a single unit cannot be generalized
about the entire manufacturing sector.
The study examines the readiness for employee motivation in six aspects, namely
effective Communication, Value of people, Clarity, Concept about power, Information
and Learning.
A perusal of data pertaining to combination makes us to conclude that the Executives
have agreed to the effective down ward communication flow, which is a prerequisite for
empowerment.
As far as information sharing with lower rungs is concerned, they are very positive.
One significant conclusion with regards to learning opportunities, which is a basic for
empowerment, is that the executives are favorable and feel that sufficient learning
opportunities should be there for the rank & file.
As far as clarity is concerned, the executives are somewhat agreed i.e., neutral. The
aspect wise percentage analysis leads to the conclusion that the organization is
somewhat ready for employee empowerment because the majority of the Executives in
almost all aspects are concentrated in somewhat ready group.
92
SUGGESTIONS
93
BIBLIOGRAPHY
www.google.com
www.cite/HRM.COM
Questionnaire
A)SATISFACTION
B)NEUTRAL C) DISSATISFACTION
B)NEUTRAL C) DISSATISFACTION
B)NEUTRAL C) DISSATISFACTION
4.I believe that al the divisions in the company and work together to achieve common
goal
A)SATISFACTION
B)NEUTRAL C) DISSATISFACTION
B)NEUTRAL C) DISSATISFACTION
B)NEUTRAL C) DISSATISFACTION
B)NEUTRAL C) DISSATISFACTION
B)NEUTRAL C) DISSATISFACTION
95
9.I can see the link between my work and company objectives.
A)SATISFACTION
B)NEUTRAL C) DISSATISFACTION
B)NEUTRAL C) DISSATISFACTION
B)NEUTRAL C) DISSATISFACTION
B)NEUTRAL C) DISSATISFACTION
B)NEUTRAL C) DISSATISFACTION
B)NEUTRAL C) DISSATISFACTION
15.In this company people are rewarded according to their job performance.
A)SATISFACTION
B)NEUTRAL C) DISSATISFACTION
96