CHAPTER - I 1.

1 INTRODUCTION
The Human Resources (HR) Audit is a process of examining policies, procedures, documentation, systems, and practices with respect to an organizations HR functions. The purpose of the audit is to reveal the strengths and weaknesses in the nonprofits human resources system, and any issues needing resolution. The audit works best when the focus is on analyzing and improving the HR function in the organization.

The audit itself is a diagnostic tool, not a prescriptive instrument. It will help you identify what you are missing or need to improve, but it cant tell you what you need to do to address these issues. It is most useful when an organization is ready to act on the findings, and to evolve its HR function to a level where its full potential to support the organizations mission and objectives can be realized. Definition of hr audit An Audit is a review and verification of completed transactions to see whether they represent a true state of affairs of the business or not .thus an audit is an examination and verification of accounts and research .HR Audit refers to an examination and evaluations of policies , procedures and practices to determine the effectiveness and efficiency of HRM in essence ,HR Audit refers to : The measurement of the effectiveness of the human resource management mission ,objectives ,strategies , policies , procedures , programmes and activities . The determination of what should or not be done in future as a result of such measurement.

Purpose of HR Audit to review the whole system of management programmes in which a management develops, allocates , and supervises human resource in an organisation with a view of determining the effectiveness of these programmes; to seek explanations and information ; that is , to get answer to such questions as : Why did it happen?and what happened? to evaluate the extent to which line managers have implemented the policies which have already been initiated :and to evaluate the personnel staff and employees.

According to Gray ,the primary purpose of personnel audit is to know the various units are functioning and how they have been able to meet the policies and guidelines which were agreed upon; and to assist the rest of the organization by identifying the gap between objectives and results for the end-product of an evaluation should be to formulate plans for corrections of adjustments .

Scope of HR Audit Organizations undertake hr audits for many reasons: to ensure effective utilization of HR to instil a sense of confidence in the HRD so that it is well managed and prepared to meet potential challenges and opportunities to maintain or enhance the reputation of the organisation in a community to identify and address HR related problems to seek out HR related opportunities to conduct due diligence for mergers and acquisitions to support initial public offerings

Areas of HR Audit The area of hr audit includes: mission statement relating to HRM objectives ,goals and strategies of HRM accomplishments of HRM programmes of HRM including the detailed practices and procedures HRM policies roles of HRM in TQM

Who should conduct the audit? The team that is responsible for the audit should represent a cross-section of the organizations staff, including line staff, middle and upper management and those responsible for HR functions. How should it be conducted? The audit process consists of a series of questions covering the six primary components of the HR function:

Roles, head count, and HR information systems (HRIS) Recruitment Training, development, and career management Compensation and benefits Performance measurement and evaluation Legal issues and personnel policies

The team works to collect information to answer the HR audit questions in each of these categories. The focus is on how these activities and tasks are actually performed in the organization. The first step is to collect all the pertinent information. The process of getting information, in and of itself, can be quite informative.

How are needed improvements identified? Once information is gathered, the audit team reviews each major section and notes disparities between paper (what we think or say we do) and practice (what we actually do, as revealed by the answers to the audit questions). This can then be compared to best practice (what we should do to best support our organizations mission). A cautionary note: Finding out what is insufficient and inadequate is the first step toward improvement. If deficiencies are identified, it is important to take steps to correct those deficiencies. Organizations should take that first step only when they are ready to act on the findings, and to make necessary improvements in their HR skills, processes, and systems. How is follow-up and correction done? Improving the HR system takes some time. A work plan with a timeline, accountability, and deliverables should be created after the team reviews the completed audit and identifies areas where improvement is needed. Follow-up and review should be a regular management function, performed on an ongoing basis.

HR AUDIT PROCESS The general process of conducting an audit includes seven key steps, each of which is discussed in greater detail below: 1. Determine the scope and type of audit. 2. Develop the audit questionnaire. 3. Collect the data. 4. Benchmark the findings. 5. 6. 7. Provide feedback about the results. Create action plans. Foster a climate of continuous improvement.

Determine the scope and type of the audit To uncover the needed information, it is important to determine exactly what areas should be targeted for review. If the organization has never audited its HR function, or if there have been recent significant organizational or legal changes, the audit team may want to conduct a comprehensive review of all HR practice areas. On the other hand, if concerns are limited to the adequacy of a specific process or policy, the audit focus should be limited to a review of that particular area. Develop the audit questionnaire Whether conducting a comprehensive audit or an audit of a specific practice, it is important to invest sufficient time in developing a comprehensive document that elicits information on all the subjects of the inquiry. A list of specific questions must be developed to ensure that the questionnaire is complete. Collect the data The next phase includes the actual process of reviewing specific areas to collect the data about the company and its HR practices. Audit team members will use the audit questionnaire as a roadmap to review the specific areas identified within the scope of the audit. Benchmark the findings To fully assess the audit findings, they must be compared with HR benchmarks. This comparison will offer insight into how the audit results compare against other similarly sized firms. Typical information that might be internally benchmarked includes the companys ratio of total employees to HR professionals, general and administrative costs, cost per new employees hired, etc. Benchmarking might include the number of days to fill a position, average cost of annual employee benefits, absenteeism rates, etc.

Provide feedback about the results At the conclusion of the audit process, the audit team must summarize the data and provide feedback to the companys HR professionals and senior management team in the form of findings and recommendations. Findings typically are reduced to a written report with recommendations prioritized based on the risk level assigned to each item (e.g., high, medium and low). From this final analysis, a roadmap for action can be developed that will help determine the order in which to address the issues raised. In addition to a formal report, it is critically important to discuss the results of the audit with employees in the HR department, as well as the senior management team, so everyone is aware of necessary changes and approvals can be obtained quickly. Create action plans It is critical actually to do something with the information identified as a result of an audit. The company must create action plans for implementing the changes suggested by the audit, with the findings separated by order of importance: high, medium and low. It actually increases legal risk to conduct an audit and then fail to act on the results. Foster a climate of continuous improvement At the conclusion of the audit, it is important to engage in constant observation and continuous improvement of the companys policies, procedures and practices so that the organization never ceases to keep improving. This will ensure that the company achieves and retains its competitive advantage. On way to do this is to continuously monitor HR systems to ensure that they are up-to-date and to have follow-up mechanisms built into every one of them. Likewise, it is important to keep track of the audit findings/changes made, turnover, complaints filed, hotline issues, employee survey results, etc. to identify trends in the companys employment-related issues. Identifying problematic issues, growth areas or declining problem spots can help in the decision of where to allocate time, money and preventive training resources in the future.

1.2 COMPANY PROFILE INDIAN TELEPHONE INDUSTRY LIMITED

Indias first Public Sector Unit (PSU) - ITI Ltd was established in 1948. Ever since, as a pioneering venture in the field of telecommunications, it has contributed to 50% of the present national telecom network. With state-of-the-art manufacturing facilities spread across six locations and a countrywide network of marketing/service outlets, the company offers a complete range of telecom products and total solutions covering the whole spectrum of Switching, Transmission, Access and Subscriber Premises equipment.

ITI joined the league of world class vendors of Global System for Mobile (GSM) technology with the inauguration of mobile equipment manufacturing facilities at its Mankapur and Rae Bareli Plants in 2005-06. This ushered in a new era of indigenous mobile equipment production in the country. These two facilities supply more than nine million lines per annum to both domestic as well as export markets.

The company is consolidating its diversification into Information and Communication Technology (ICT) to hone its competitive edge in the convergence market by deploying its rich telecom expertise and vast infrastructure. Network Management Systems, Encryption and Networking Solutions for Internet Connectivity are some of the major initiatives taken by the company.

Secure communications is the company's forte with a proven record of engineering strategic communication networks for India's Defense forces. Extensive in-house R&D work is devoted towards specialized areas of Encryption, NMS, IT and Access products to provide complete customized solutions to various customers. 7

Infrastructure In-house Research & Development Network System Unit capable of undertaking turnkey jobs Self contained component evaluation centre Fully automated assembly lines In circuit tester (ICT) Modern Chemical, Metallurgical Labs Mechanical fabrication/Machine shops with modern CNC machines Moulding & Die casting Full fledged state of the art tool rooms SMT (Surface mount technology) Environmental testing Component approval centre approved by BSNL

Facilities PCB manufacturing facilities Mechanical Fabrication / Machine Shop with modern CNC machines and Finishing shop Card assembly and Testing including In circuit tester SMT Line Plastic Injection Technology Through-Hole Component Assembly Manufacturing facilities for Mechanical items Fabrication of Towers and Shelters for GSM

HUMAN RESOURCES IN ITI

Our Human Resources Department strives to build technological and managerial excellence in the organization through best HR policies and practices in the industry. We are committed to build a creative workforce with emphasis on quality and customer satisfaction. We have realigned our HR policies, in line with the companys business plans.

HR Vision
To make ITI a dynamic, highly competitive and value based learning organization with skilled and motivated human resources to face present and future challenges in the fast changing telecom scenario.

Objectives
Transform the company into a lean and efficient organization. Promote culture of excellence. Ensure empowerment. Build and upgrade skills and competencies for growth and challenges in the job. Build HR Information System for present and future HR plans. HR focuses on the following key thrust areas to meet the companys business plans: Recruitment The company inducts skilled and professionally qualified manpower at various levels in Technical, HR, Finance, Materials Management and Medical areas through all India selection procedure. Candidates recruited at an induction level in Technical, HR and Finance are provided both induction and on-the-job training before their placement. Senior level executives are directly posted to plants/project areas. Candidates belonging to reserved categories are given due relaxations/concessions as applicable to them.

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Performance Appraisal System The appraisal system is one of the essential tools for rewards as well as for deciding the career growth of officers. Performance appraisal is formulated with the emphasis on assessment of executives and other employees to ensure their growth in line with the company objectives. High performers are ensured faster growth and more opportunities in the company. Training and Development ITI has well established Employee Development Centers in all units and at Corporate level. These centers play an important role in employees learning, training and in developing human resources in line with the companys business plans. These centers design training programs that impart and inculcate personality, motivation and stress management skills among officers. The HR Employee Development Centers focus on in-depth training on new telecom technology, information technology, multi-skill and management development programs and awareness programs. The training is imparted through in-house facilities. In addition, our executives are sent to renowned training institutes to sharpen their skills. Employee Welfare Apart from pay and perks, ITI extends many welfare facilities to its employees and these include canteen, township, education, transport, medical, crches, scholarships to the meritorious children of SC/ST employees, promotion of sports and culture. The company has established full fledged hospitals in some plants for free treatment of employees and their dependent family members and has also introduced Authorized Medical Attendant scheme in all plants, regional offices and GSM projects for employee's health care. Under the scheme, many reputed government and private multi super specialty hospitals have been recognized in different parts of the country for availing treatment wherever our establishments are located.

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Reward System The company has structured system to recognize and encourage individuals and ensure excellence in performance. Under the scheme, individuals and teams are given cash awards and commendation letters for their outstanding and exemplary work.

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CHAPTER - II
REVIEW OF LITERATURE
Managers need to know about the general health of the organizations they lead. They require continuous feedback to appraise the performance of the various units and individuals and to take corrective action, if required. The need for measuring and evaluating the effectiveness of the personnel programs and policies is widely felt by the modern organizations. Personnel or human resource audit and research bring out how the personnel programs are functioning and to locate practices and policies which are harmful to the organization. It enables the management to detect any serious discrepancies or inadequacies in the companys personnel programs before they cause any greater trouble. Timely correction will not only improve morale of the employees but also increase labor management cooperation. Human resource audit is important parts of the human resource management process. All the personnel policies, practices and programs must be appraised critically in order to know their effectiveness. Personnel audit may be done by the persons working in the personnel department or even by the outside specialists. "Audit" is a word that usually sends shivers down your spine. What typically comes to mind is the periodic financial audit in which the company's books and records are reviewed to identify potential issues. Audit is one of the important management control devices. Personnel audit is used widely to check the organizations performance in its management of human resources. It reveals how the management is doing in getting things done through and with other people. To facilitate control, personnel audit reveals important facts as absenteeism, labour turnover, grievances field and other similar indices. The primary objective of the personnel audit is the critical review and evaluations of the manpower management progarmme in the organization. In conducting an audit, the auditor examines the degree of conformance with accepted business policies and practices and the legal provisions. He also examines the accuracy with which records and accounts are maintained. Thus audit serves as a control mechanism over the completed actions. The goal of audits should be to protect the company, establish best practices and create an opportunity for improvement. In a study conducted by T.V.Rao (1999), is reported that HR audit is a great deal of work as been in India regarding the use of HR as an organization development intervention and is a unique feature of Indian organizations. HR audit has following result. 13

The audit in several organization resulted in established several original system and process, such as potential and performance appraisal, career planning, training, monitoring. Formulation of clear cut polices including promotion policy communication policy reward and reorganization policy, etc. Helps in development trust, collaboration and teamwork. Human orientation gets injected into business process with opportunities for growth and development provided to all employees in team of their work leading to higher level of role efficacy. Nevado [1998] considers that the audit should also analyze if the personnel policies are in alignment with the general objectives and the global strategy of the company. It must also translate the HR strategy into plans and programs. Thus appears a new element of the audit of HR, the strategic audit. Dolan, Schuler, and Valle [1999, p. 390] define it as the evaluation of the adaptation of the HR policies and practices in their support of the companys general strategy. Brown [2000] considers that the measurements used to evaluate the companys personnel reflect neither its value nor its performance. This is why he proposes an alternate procedure that consists of creating a human capital index based on four elements that must be carefully studied considering their relative importance to the company: the number of years in the business or field, the level in the company (by job grade or organizational chart level), the number and variety of positions or assignments held, and the performance rating, which is subjective. It is the result of an evaluation of an employees performance, which should include an evaluation by a superior and another of... Dale Yoder, personnel audit refers to an examination and evaluation of policies, procedures and practices to determine the effectiveness of personnel management. Personnel or human resource audit is an investigative, analytical and comparative process. It undertakes a systematic search of the effectiveness of the personnel programs. It investigates formally and in depth as contrasted with day to-day informal impressions. Personnel audit should not be confused with the measurement of employee morale. Personnel audit reveals the extent to which management has been successful in encouraging the personnel identification of employees with the organization and their acceptance of the organization goals. It checks the indicators of the quality of leadership, of motivation, of communication, effectiveness of supervision and constant development of operative employees, supervisors and managers. 14

CHAPTER III

RESEARCH METHODOLOGY
Research is a diligent and systematic inquiry or investigation into a subject in order to discover or revise facts, theories, applications, etc. Methodology is a system of methods followed by particular discipline. Thus research methodology is the way how we conduct our research. Research is any original and systematic investigation undertaken in order to increase knowledge and understanding and to establish facts and principles. It comprises the creation of ideas and generation of knowledge that lead to new and substantial improved insights and/or the development of new materials, devices, products and processes. It should have the potential to produce results that are sufficiently relevant to increase knowledge. As for the research design, Descriptive research is used in this research. Descriptive research is a research which specific prediction is made, the %age of units in a specified population exhibiting a certain behavior is measured and the characteristic of relevant group is described. 3.1 1. 2. 3. 3.2 1. 2. 3. 4. 5. SCOPE OF THE STUDY The study deals with the Human resource audit in ITI Ltd. To facilitate the management with the steps to make further improvement on the same. This study will be useful when similar kind of research is undertaken. OBJECTIVES OF THE STUDY To review the overall HR department of ITI Ltd through HR audit. To identify that the employees awareness about HR policies. To find out the career growth opportunities provided to the employees. To know the effectiveness of training and development programs. To know about overall performance and functions of the organization through HR audit. 15

3.3 1.

HYPOTHESIS There is a significant association between age of the respondents and their awareness of the current HR policies. 2. There is a significant association between age of the respondents and their provide career opportunity for improvement and growth. 3. There is a significant association between age of the respondents and their get performance feedback. 4. There is a significant association between age of the respondents and their offered training programs. 5. There is a significant difference between experience of the respondents and their appraisal system effectively designed.

3.4

RESEARCH DESIGN: The research design is the arrangement of condition for collection and analysis of data in

a manner which may result in an economy in procedure design. It stands for collection of the relevant data and the technique to be used in the analysis, keeping in view the objectives of the research and the availability of time. POPULATION The population of the study is 250. The employees who are working in various department in ITI and datas not collected from the low level of employees. SAMPLE SIZE The sample is the group of people who the researcher selects to be in his/her study. Sample size refers to the number of items to be selected from the population to constitute a sample. The Sample size of the study is 120, the researcher adopted Systematic Simple Random Sampling technique to identify the sample size. SAMPLE TECHNIQUE The respondents selected as representative of the total population are called the sample and the selection process is called the sampling technique. The survey so conducted is known as sample survey. 16

A probability sampling design that involves choosing every nth element in the population for the sample. So the method of sampling used in this study is Systematic Simple Random Sampling.

DATA COLLECTION The researcher considered both primary and secondary data. The primary data are data which are being collected by the researcher for the specific purpose of answering the problem on hand through Questionnaire method. The secondary study is being obtained by the literature study and the articles from the internet and from the books.

STATISTICAL TOOLS The collected data have been consolidated, tabulated and analyzed by using relevant statistical tools like, Chi-Square, T-test and one way ANOVA. The interpretation of the study is done by using tables, graphs and charts to give meaningful results. CHI-SQUARE TEST It is a non-parametric test. This is an important test of significance developed by

statisticians. It is a statistical measure used in the content of sampling, analyzing or comparing a variance to a theoretical variance. It is used to test on. 1. 2. 3. Goodness of test To test the significance of association between two attributes. Test the homogeneity of significance of population variance. Chi-square statistic can be obtained by using the formula 2 = [(O-E) 2/E] Where O E E = = = Observed frequency Expected frequency (Row total x column total/Grand total)

Degrees of freedom - (r 1) (c-1) r c = = Number of cell frequencies in rows Number of cell frequencies in columns

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One-way analysis of variance

In statistics, one-way analysis of variance (abbreviated one-way ANOVA) is a technique used to compare means of two or more samples (using the F distribution). This technique can be used only for numerical data . The ANOVA tests the null hypothesis that samples in two or more groups are drawn from the same population. To do this, two estimates are made of the population variance. These estimates rely on various assumptions (see below). The ANOVA produces an F statistic, the ratio of the variance calculated among the means to the variance within the samples. If the group means are drawn from the same population, the variance between the group means should be lower than the variance of the samples, following central limit theorem. A higher ratio therefore implies that the samples were drawn from different populations. The degrees of freedom for the numerator are I-1, where I is the number of groups (means). The degrees of freedom for the denominator is N - I, where N is the total of all the sample sizes. Typically, however, the one-way ANOVA is used to test for differences among at least three groups, since the two-group case can be covered by a t-test (Gosset, 1908). When there are only two means to compare, the t-test and the F-test are equivalent; the relation between ANOVA and t is given by F = t2. ANOVA is a relatively robust procedure with respect to violations of the normality assumption. If data are ordinal, a non-parametric alternative to this test should be used such as Kruskal-Wallis one-way analysis of variance.

The T-Test The t-test assesses whether the means of two groups are statistically different from each other. This analysis is appropriate whenever you want to compare the means of two groups, and especially appropriate as the analysis for the posttest-only two-group randomized experimental design.

Statistical Analysis of the t-test The formula for the t-test is a ratio. The top part of the ratio is just the difference between the two means or averages. The bottom part is a measure of the variability or dispersion of the 18

scores. This formula is essentially another example of the signal-to-noise metaphor in research: the difference between the means is the signal that, in this case, we think our program or treatment introduced into the data; the bottom part of the formula is a measure of variability that is essentially noise that may make it harder to see the group difference. Figure shows the formula for the t-test and how the numerator and denominator are related to the distributions.

Figure . Formula for the t-test. The top part of the formula is easy to compute -- just find the difference between the means. The bottom part is called the standard error of the difference. To compute it, we take the variance for each group and divide it by the number of people in that group. We add these two values and then take their square root. The specific formula is given below:

Formula for the Standard error of the difference between the means. Remember, that the variance is simply the square of the standard deviation. The final formula for the t-test is shown:

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The t-value will be positive if the first mean is larger than the second and negative if it is smaller. Once you compute the t-value you have to look it up in a table of significance to test whether the ratio is large enough to say that the difference between the groups is not likely to have been a chance finding. To test the significance, you need to set a risk level (called the alpha level). In most social research, the "rule of thumb" is to set the alpha level at .05. This means that five times out of a hundred you would find a statistically significant difference between the means even if there was none (i.e., by "chance"). You also need to determine the degrees of freedom (df) for the test. In the t-test, the degree of freedom is the sum of the persons in both groups minus 2. Given the alpha level, the df, and the t-value, you can look the t-value up in a standard table of significance (available as an appendix in the back of most statistics texts) to determine whether the t-value is large enough to be significant. If it is, you can conclude that the difference between the means for the two groups is different (even given the variability). Fortunately, statistical computer programs routinely print the significance test results and save you the trouble of looking them up in a table. The t-test, one-way Analysis of Variance (ANOVA) and a form of regression analysis are mathematically equivalent (see the statistical analysis of the posttest-only randomized experimental design) and would yield identical results.

3.5

LIMITATIONS

The study is limited only to ITI Ltd, Bangalore. The study is limited and deals with the top & middle level employees in ITI Ltd and not concentrated on any other areas. The conclusions and suggestions were formed based on employees response.

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CHAPTER - IV
Data analysis and interpretation

Gender wise classification Table 4.1.1 GENDER Frequency Male Valid Female Total 86 34 120 % 71.7 28.3 100.0 Valid % Cumulative % 71.7 28.3 100.0 71.7 100.0

Gender wise classification Diagram 4.1.1

100 90 80 70 60 50 40 30 20 10 0 Male Female

1 86 34

2 71.7 28.3

Interpretation: It could be inferred from the above table that 71.7 of the respondents are male and remaining 28.3 of the respondents are female. Thus, majority of the respondents were male.

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Department wise classification Table 4.1.2 DEPT Frequency Accounts Civil engg Finance HR Internal audit Valid Material management Pay roll PF sec Purchase Welfare Total 8 4 14 38 12 8 12 4 12 8 120 % 6.7 3.3 11.7 31.7 10.0 6.7 10.0 3.3 10.0 6.7 100.0 Valid % 6.7 3.3 11.7 31.7 10.0 6.7 10.0 3.3 10.0 6.7 100.0 Cumulative % 6.7 10.0 21.7 53.3 63.3 70.0 80.0 83.3 93.3 100.0

Department wise classification Diagram 4.1.2

40 35 30 25 20 15 10 5 0

Series1 Series2

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Distribution of respondents based on Designation Table 4.1.3 DESIG Frequency Chief manager Manager Officer Valid Technical Supervisor Total 68 4 120 56.7 3.3 100.0 56.7 3.3 100.0 96.7 100.0 10 14 24 % 8.3 11.7 20.0 Valid % Cumulative % 8.3 11.7 20.0 8.3 20.0 40.0

Distribution of respondents based on Designation Diagram 4.1.3

80 70 60 50 40 30 20 10 0 Cheif manager 10 8.3 Manager 14 11.7 Officer 24 20 Technical 68 56.7 Supervisor 4 3.3

Series1 Series2

Interpretation: It is identified from the above table that 8.3 % of the respondents are chief managers, 11.7 % of the respondents are managers, 20 % of the respondents are officers, 56.7 % of the respondents are staffs and remaining 3.3 % of the respondents are supervisors. 23

Distribution of respondents based on Age Table 4.1.4 AGE Frequency 31to40 age 41to50 age Valid 51to58 age Total 72 120 60.0 100.0 60.0 100.0 100.0 12 36 % 10.0 30.0 Valid % Cumulative % 10.0 30.0 10.0 40.0

Distribution of respondents based on Age Diagram 4.1.4

80 70 60 50 40 30 20 10 0 Series1 Series2 31to40 age 12 10 41to50 age 36 30 51to58 age 72 60

Interpretation: From the above table it is clear that 10 % of the respondents belong to the age group of 31 to 40 years, 30 % of the respondents belong to the age group of 41 to 50 years ,and remaining 60 %

of the respondents belong to the age group of 51 to 58 years .

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Distribution of respondents based on Education Qualification Table 4.1.5 QUALI Frequency PG UG Diploma Valid HSC PUC Total 4 26 120 3.3 21.7 100.0 3.3 21.7 100.0 78.3 100.0 34 40 16 % 28.3 33.3 13.3 Valid % Cumulative % 28.3 33.3 13.3 28.3 61.7 75.0

Distribution of respondents based on Education Qualification Diagram 4.1.5

45 40 35 30 25 20 15 10 5 0 Series1 Series2 PG 34 28.3 UG 40 33.3 Diploma 16 13.3 HSC 4 3.3 PUC 26 21.7

Interpretation: The above table shows that 33.3 % of the respondents were in under graduate education, 28.3 % of the respondents were in post graduate, 21.7 % of the respondents were in PUC, 13.3 % of the respondents were in diploma and remaining 3.3 % of the respondents were in HSC.

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Distribution of respondents based on experience Table 4.1.6 EXP Frequency 0to10 exp 11to20 exp Valid 21to30 exp Above 30 Total 10 8 60 42 120 % 8.3 6.7 50.0 35.0 100.0 Valid % Cumulative % 8.3 6.7 50.0 35.0 100.0 8.3 15.0 65.0 100.0

Distribution of respondents based on experience Diagram 4.1.6

70 60 50 40 30 20 10 0 Series1 Series2 0to10 exp 10 8.3 11to20 exp 8 6.7 21to30 exp 60 50 Above 30 42 35

Interpretation : The above table shows that half (50 %) of the respondents were in 21 to 30 yrs experience, 35 % of the respondents were in 30 yrs & above, 8.3 % of the respondents were in 0 to 10yrs and remaining 6.7 % of the respondents were in 11 to 20 yrs. 26

Distribution of respondents aware about the goal of your company Table 4.1.7 Q1 Frequency Strongly agree Agree Valid Neutral Disagree Total 26 10 120 21.7 8.3 100.0 21.7 8.3 100.0 91.7 100.0 22 62 % 18.3 51.7 Valid % Cumulative % 18.3 51.7 18.3 70.0

Distribution of respondents aware about the goal of your company Diagram 4.1.7
70 60 50 40 30 20 10 0 Series1 Series2 Strongly agree 22 18.3 Agree 62 51.7 Neutral 26 21.7 Disagree 10 8.3

Interpretation: The above table shows that nearly 51.7 % of the respondents were agreed about the goal of the company , 21.7 % of the respondents were neutral , 18.3 % of the respondents were strongly agree and remaining 8.3 % of the respondents were disagree.

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Distribution of respondents aware of the mission/vision of your company Table 4.1.8 Q2 Frequency Yes Valid No Total 92 28 120 % 76.7 23.3 100.0 Valid % Cumulative % 76.7 23.3 100.0 76.7 100.0

Distribution of respondents aware of the mission/vision of your company Diagram 4.1.8

100 90 80 70 60 50 40 30 20 10 0 Yes No 1 92 28 2 76.7 23.3

Interpretation: The above table shows that majority (76.7 %) of the respondents were agreed about mission/vision of the company and remaining 23.3 % of the respondents were not agreed.

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Distribution of respondents aware of the current HR policies of our company Table 4.1.9 Q3 Frequency Yes Valid No Total 102 18 120 % 85.0 15.0 100.0 Valid % Cumulative % 85.0 15.0 100.0 85.0 100.0

Distribution of respondents aware of the current HR policies of our company Diagram 4.1.9
120 100 80 60 40 20 0 Yes No

1 102 18

2 85 15

Interpretation: The above table shows that majority (85 %) of the respondents were agreed about the current HR policies of the company and remaining 15 % of the respondents were not agreed.

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Present HR policies need some change Table 4.1.10 Q4 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 8 4 120 6.7 3.3 100.0 6.7 3.3 100.0 96.7 100.0 26 64 18 % 21.7 53.3 15.0 Valid % Cumulative % 21.7 53.3 15.0 21.7 75.0 90.0

Present HR policies need some change Diagram 4.1.10

70 60 50 40 30 20 10 0 Strongly agree Series1 Series2 26 21.7 Agree 64 53.3 Neutral 18 15 Disagree 8 6.7 Strongly disagree 4 3.3

Interpretation: The above table shows that 53.3 % of the respondents were agreed about changes needed in current HR policies, 21.7 % of the respondents were strongly agree, 15 % of the respondents were neutral ,6.7 % of the respondents were disagree and remaining 3.3 % of the respondents were strongly disagree . 30

HR department is effective Table 4.1.11 Q5 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 14 2 120 11.7 1.7 100.0 11.7 1.7 100.0 98.3 100.0 14 60 30 % 11.7 50.0 25.0 Valid % Cumulative % 11.7 50.0 25.0 11.7 61.7 86.7

HR department is effective Diagram 4.1.11

70 60 50 40 30 20 10 0 Strongly agree 14 11.7 Agree 60 50 Neutral 30 25 Disagree 14 11.7 Strongly disagree 2 1.7

Series1 Series2

Interpretation: The above table shows that half (50 %) of the respondents agreed about problem solved by the organization and employee-employer relationship , 25 % of the respondents were neutral, 1.7 % of the respondents were strongly disagree and remaining each 11.7 % of the respondents were strongly agree and disagree. 31

Company provide opportunity for improvement & growth of career Table 4.1.12 Q6 Frequency Yes Valid No Total 72 48 120 % 60.0 40.0 100.0 Valid % Cumulative % 60.0 40.0 100.0 60.0 100.0

Company provide opportunity for improvement & growth of career Diagram 4.1.12
80 70 60 50 40 30 20 10 0 Yes No 1 72 48 2 60 40

Interpretation: The above table shows that majority (60 %) of the respondents was agreed about the improvement and growth in their career agreed and remaining 40 % of the respondents were not

32

HR function in your organization have developed a culture that builds team spirit Table 4.1.13 Q7 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 16 2 120 13.3 1.7 100.0 13.3 1.7 100.0 98.3 100.0 6 60 36 % 5.0 50.0 30.0 Valid % Cumulative % 5.0 50.0 30.0 5.0 55.0 85.0

HR function in your organization have developed a culture that builds team spirit Diagram 4.1.13
70 60 50 40 30 20 10 0 Strongly agree 6 5 Agree 60 50 Neutral 36 30 Disagree 16 13.3 Strongly disagree 2 1.7

Series1 Series2

Interpretation: The above table shows that half (50 %) of the respondents were agreed about culture followed in the organization, 30 % of the respondents were neutral, 13.3 % of the respondents were disagree , 5 % of the respondents were strongly agree and remaining 1.7 % of the respondents were disagree. 33

Adequate welfare facilities are provided Table 4.1.14 Q8 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 12 4 120 10.0 3.3 100.0 10.0 3.3 100.0 96.7 100.0 10 50 44 % 8.3 41.7 36.7 Valid % Cumulative % 8.3 41.7 36.7 8.3 50.0 86.7

Adequate welfare facilities are provided Diagram 4.1.14

60 50 40 30 20 10 0 Strongly agree 10 8.3 Agree 50 41.7 Neutral 44 36.7 Disagree 12 10 Strongly disagree 4 3.3

Series1 Series2

Interpretation: The above table shows that nearly half (41.7 %) of the respondents were agreed about adequate welfare facilities , 36.7 % of the respondents were neutral, 10 % of the respondents were disagree , 8.3 % of the respondents were strongly agree and remaining 3.3 % of the respondents were strongly disagree . 34

Proper support and help is provided whenever required Table 4.1.15 Q9 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 12 4 120 10.0 3.3 100.0 10.0 3.3 100.0 96.7 100.0 10 62 32 % 8.3 51.7 26.7 Valid % Cumulative % 8.3 51.7 26.7 8.3 60.0 86.7

Proper support and help is provided whenever required Diagram 4.1.15

70 60 50 40 30 20 10 0 Strongly agree 10 8.3 Agree 62 51.7 Neutral 32 26.7 Disagree 12 10 Strongly disagree 4 3.3

Series1 Series2

Interpretation: The above table shows that 51.7 % of the respondents were agreed about proper support and help , 26.7 % of the respondents were neutral, 10 % of the respondents were disagree , 8.3 % of the respondents were strongly agree strongly disagree . 35 and remaining 3.3 % of the respondents were

Appraisal system is effectively designed Table 4.1.16 Q10 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 22 4 120 18.3 3.3 100.0 18.3 3.3 100.0 96.7 100.0 4 44 46 % 3.3 36.7 38.3 Valid % Cumulative % 3.3 36.7 38.3 3.3 40.0 78.3

Appraisal system is effectively designed Diagram 4.1.16

50 45 40 35 30 25 20 15 10 5 0

Strongly agree 4 3.3

Agree 44 36.7

Neutral 46 38.3

Disagree 22 18.3

Strongly disagree 4 3.3

Series1 Series2

Interpretation: The above table shows that 38.3 % of the respondents were neutrally agreed about appraisal system , 36.7 % of the respondents were agree, 18.3 % of the respondents were disagree and remaining each 3.3 % of the respondents were strongly agree and strongly disagree. 36

Constructive feedback given to increase employees performance Table 4.1.17 Q11 Frequency Strongly agree Agree Valid Neutral Disagree Total 12 54 44 10 120 % 10.0 45.0 36.7 8.3 100.0 Valid % Cumulative % 10.0 45.0 36.7 8.3 100.0 10.0 55.0 91.7 100.0

Constructive feedback given to increase employees performance Diagram 4.1.17

60 50 40 30 20 10 0 Series1 Series2

Strongly agree 12 10

Agree 54 45

Neutral 44 36.7

Disagree 10 8.3

Interpretation: The above table shows that nearly half (45 %) of the respondents were agreed about feedback to increase employees performance , 36.7 % of the respondents were neutral, 10 % of the respondents were strongly agree and remaining 8.3 % of the respondents were disagree. 37

Compensation system reviewed periodically Table 4.1.18 Q12 Frequency Strongly agree Agree Valid Neutral Disagree Total 36 46 32 6 120 % 30.0 38.3 26.7 5.0 100.0 Valid % Cumulative % 30.0 38.3 26.7 5.0 100.0 30.0 68.3 95.0 100.0

Compensation system reviewed periodically Diagram 4.1.18

50 45 40 35 30 25 20 15 10 5 0 Series1 Series2 Strongly agree 36 30 Agree 46 38.3 Neutral 32 26.7 Disagree 6 5

Interpretation: The above table shows that 38.3 % of the respondents were agreed about the review of compensation system , 30 % of the respondents were strongly agree , 26.7 % of the respondents were neutral and remaining 5 % of the respondents were disagree. 38

Good performance is suitably rewarded Table 4.1.19 Q13 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 24 8 120 20.0 6.7 100.0 20.0 6.7 100.0 93.3 100.0 10 52 26 % 8.3 43.3 21.7 Valid % Cumulative % 8.3 43.3 21.7 8.3 51.7 73.3

Good performance is suitably rewarded Diagram 4.1.19

60 50 40 30 20 10 0 Strongly agree 10 8.3 Strongly disagree 8 6.7

Agree 52 43.3

Neutral 26 21.7

Disagree 24 20

Series1 Series2

Interpretation: The above table shows that nearly half ( 43.3) % of the respondents were agreed about the reward system , 21.7 % of the respondents were neutral , 20 % of the respondents were disagree , 8.3 % of the respondents were strongly agree and remaining 6.7 % of the respondents were strongly disagree. 39

Existing open communication to and from HR dept Table 4.1.20 Q14 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 26 2 120 21.7 1.7 100.0 21.7 1.7 100.0 98.3 100.0 6 60 26 % 5.0 50.0 21.7 Valid % Cumulative % 5.0 50.0 21.7 5.0 55.0 76.7

Existing open communication to and from HR dept Diagram 4.1.20

70 60 50 40 30 20 10 0 Strongly agree Series1 Series2 6 5 Agree 60 50 Neutral 26 21.7 Disagree 26 21.7 Strongly disagree 2 1.7

Interpretation: The above table shows that half ( 50 ) % of the respondents were agreed about the open communication system , each 21.7 % of the respondents were neutral and disagree , 5 % of the respondents were strongly agree and remaining 1.7 % of the respondents were strongly disagree. 40

Communication to the entire work force Table 4.1.21 Q15 Frequency Circular Email Valid PAS Union Total 72 16 6 26 120 % 60.0 13.3 5.0 21.7 100.0 Valid % Cumulative % 60.0 13.3 5.0 21.7 100.0 60.0 73.3 78.3 100.0

Communication to the entire work force Diagram 4.1.21

80 70 60 50 40 30 20 10 0 Series1 Series2 Circular 72 60 Email 16 13.3 PAS 6 5 Union 26 21.7

Interpretation: The above table shows that majority ( 60 ) % of the respondents were agreed about Communication to the entire work force, each 21.7 % of the respondents were neutral and disagree , 5 % of the respondents were strongly agree and remaining 1.7 % of the respondents were strongly disagree 41

Inter/intra departmental relationship within the organization Table 4.1.22 Q16 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 16 4 120 13.3 3.3 100.0 13.3 3.3 100.0 96.7 100.0 8 70 22 % 6.7 58.3 18.3 Valid % Cumulative % 6.7 58.3 18.3 6.7 65.0 83.3

Inter/intra departmental relationship within the organization Diagram 4.1.22

80 70 60 50 40 30 20 10 0 Strongly agree Series1 Series2 8 6.7 Agree 70 58.3 Neutral 22 18.3 Disagree 16 13.3

Strongly disagree 4 3.3

Interpretation:

The above table shows that majority ( 58.3 ) % of the respondents were agreed about their is good relationship within the organization, 18.3 % of the respondents were neutral , 13.3 % of the respondents were disagree, 6.7 of the respondents were strongly agree and remaining 3.3 % of the respondents were strongly disagree. 42

Every employee knows about his/her job responsibilities Table 4.1.23 Q17 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 16 6 120 13.3 5.0 100.0 13.3 5.0 100.0 95.0 100.0 14 54 30 % 11.7 45.0 25.0 Valid % Cumulative % 11.7 45.0 25.0 11.7 56.7 81.7

Every employee knows about his/her job responsibilities Diagram 4.1.23

60 50 40 30 20 10 0 Strongly agree 14 11.7 Agree 54 45 Neutral 30 25 Disagree 16 13.3 Strongly disagree 6 5

Series1 Series2

Interpretation: The above table shows that nearly half ( 45) % of the respondents were agreed about their job responsibilities , 25 % of the respondents were neutral , 13.3 % of the respondents were disagree , 11.7 % of the respondents were strongly agree and remaining 5 % of the respondents were strongly disagree. 43

Recruiting process done in your organization Table 4.1.24 Q18 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 32 4 120 26.7 3.3 100.0 26.7 3.3 100.0 96.7 100.0 6 28 50 % 5.0 23.3 41.7 Valid % Cumulative % 5.0 23.3 41.7 5.0 28.3 70.0

Recruiting process done in your organization Diagram 4.1.24

60 50 40 30 20 10 0 Strongly agree 6 5 Agree 28 23.3 Neutral 50 41.7 Disagree 32 26.7 Strongly disagree 4 3.3

Series1 Series2

Interpretation: The above table shows that nearly half ( 41.7) % of the respondents were neutral about the Recruiting process done , 26.7 % of the respondents were disagree , 23.3 % of the respondents were agree, 5 % of the respondents were strongly agree and remaining 3.3 % of the respondents were strongly disagree.

44

Employee get retained through Table 4.1.25 Q19 Frequency Increment Promotion Valid Counseling Infrastructure Total 10 44 36 30 120 % 8.3 36.7 30.0 25.0 100.0 Valid % Cumulative % 8.3 36.7 30.0 25.0 100.0 8.3 45.0 75.0 100.0

Employee get retained through Diagram 4.1.25

50 45 40 35 30 25 20 15 10 5 0 Series1 Series2 Increment 10 8.3 Promotion 44 36.7 Counseling 36 30 Infrastructure 30 25

Interpretation: The above table shows that 36.7 % of the respondents were agreed about the employee retained through promotion , 30 % of the respondents were retained by counseling , 25 % of the respondents were retained by infrastructure and remaining 8.3 % of the respondents were retained by increment. 45

Cordial union management relationship Table 4.1.26 Q20 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 12 4 120 10.0 3.3 100.0 10.0 3.3 100.0 96.7 100.0 16 68 20 % 13.3 56.7 16.7 Valid % Cumulative % 13.3 56.7 16.7 13.3 70.0 86.7

Cordial union management relationship Diagram 4.1.26

80 70 60 50 40 30 20 10 0

Strongly agree 16 13.3

Agree 68 56.7

Neutral 20 16.7

Disagree 12 10

Strongly disagree 4 3.3

Series1 Series2

Interpretation: The above table shows that majority ( 56.7) % of the respondents were agreed about cordial relationship between union , 16.7 % of the respondents were neutral , 13.3 % of the

respondents were strongly agree , 10 % of the respondents were disagree and remaining 3.3 % of the respondents were strongly disagree. 46

Employee Satisfaction Table 4.1.27 Q21 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 24 8 120 20.0 6.7 100.0 20.0 6.7 100.0 93.3 100.0 6 36 46 % 5.0 30.0 38.3 Valid % Cumulative % 5.0 30.0 38.3 5.0 35.0 73.3

Employee Satisfaction Diagram 4.1.27

50 45 40 35 30 25 20 15 10 5 0

Strongly agree 6 5

Agree 36 30

Neutral 46 38.3

Disagree 24 20

Strongly disagree 8 6.7

Series1 Series2

Interpretation: The above table shows that 38.3 % of the respondents were neutral about employee satisfaction , 30 % of the respondents were agree , 20 % of the respondents were disagree , 6.7 % of the respondents were strongly disagree and remaining 5 % of the respondents were strongly agree. 47

Training & development plan /strategy Table 4.1.28 Q22 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 10 4 120 8.3 3.3 100.0 8.3 3.3 100.0 96.7 100.0 6 70 30 % 5.0 58.3 25.0 Valid % Cumulative % 5.0 58.3 25.0 5.0 63.3 88.3

Training & development plan /strategy Diagram 4.1.28

80 70 60 50 40 30 20 10 0

Strongly agree 6 5

Agree 70 58.3

Neutral 30 25

Disagree 10 8.3

Strongly disagree 4 3.3

Series1 Series2

Interpretation: The above table shows that majority ( 58.3) % of the respondents were agreed about training and development plans , 25 % of the respondents were neutral , 8.3 % of the respondents were disagree , 5 % of the respondents were strongly agree and remaining 3.3 % of the respondents were strongly disagree.

48

Training program offered to employees Table 4.1.29 Q23 Frequency Attitude/personality Team building Valid Computer skills Quality related Total 20 30 34 36 120 % 16.7 25.0 28.3 30.0 100.0 Valid % Cumulative % 16.7 25.0 28.3 30.0 100.0 16.7 41.7 70.0 100.0

Training program offered to employees Diagram 4.1.29

40 35 30 25 20 15 10 5 0 Attitude/perso nality 20 16.7 Team building Computer skills Quality related 30 25 34 28.3 36 30

Series1 Series2

Interpretation: The above table shows that 30% of the respondents were agreed about quality related training , 28.3% of the respondents were computer based training, 25 % of the respondents were team building program, 16.7% of the respondents were based on attitude/personality training.

49

Improvement should be made in the training & development programs Table 4.1.30 Q24 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 4 2 120 3.3 1.7 100.0 3.3 1.7 100.0 98.3 100.0 28 68 18 % 23.3 56.7 15.0 Valid % Cumulative % 23.3 56.7 15.0 23.3 80.0 95.0

Improvement should be made in the training & development programs Diagram 4.1.30
80 70 60 50 40 30 20 10 0 Strongly agree Series1 Series2 28 23.3 Agree 68 56.7 Neutral 18 15 Disagree 4 3.3 Strongly disagree 2 1.7

Interpretation: The above table shows that majority ( 56.7) % of the respondents were agreed about improvement in training and development programs , 23.3 % of the respondents were

strongly agree , 15 % of the respondents were neutral , 3.3 % of the respondents were disagree and remaining 1.7 % of the respondents were strongly disagree. 50

HR department convey the organization goals to all employees Table 4.1.31 Q25 Frequency Strongly agree Agree Neutral Valid Disagree Strongly disagree Total 18 10 120 15.0 8.3 100.0 15.0 8.3 100.0 91.7 100.0 10 50 32 % 8.3 41.7 26.7 Valid % Cumulative % 8.3 41.7 26.7 8.3 50.0 76.7

HR department convey the organization goals to all employees Diagram 4.1.31

60 50 40 30 20 10 0 Strongly agree 10 8.3 Agree 50 41.7 Neutral 32 26.7 Disagree 18 15 Strongly disagree 10 8.3

Series1 Series2

Interpretation: The above table shows that nearly half ( 41.7 ) % of the respondents were agreed about employees knows the organization goals , 26.7 % of the respondents were neutral , 15 % of the respondents were disagree and remaining each 8.3 % of the respondents were strongly agree and strongly disagree.

51

Association between age of the respondents and their aware of HR policy Table 4.2.1 Sl.no 1 2 3 Age 31to40 41to50 51to58 Aware of HR policies Yes (n=102) 10(9.8%) 36(35.3%) 56(54.9%) No (n=18) 2(11.1%) 0 16(88.9%) Statistical inference X2=9.325 Df = 2 P < 0.05 Significant

The above table shows that there is a significant association between age of the respondents and their aware of HR policy [.009<0.05]. Hence, the calculated value less than table value. Research hypothesis: There is a significant association between age of the respondents and their aware of HR policy. Null hypothesis There is no significant association between age of the respondents and their aware of HR policy. Statistical test Chi-square test was used the above hypothesis. Findings The above table shows that there is a significant association between age of the respondents and their aware of HR policy [.009<0.05]. Hence, the calculated value less than table value. So the research hypothesis accepted and the null hypothesis rejected.

52

Association between age of the respondents and their provide career opportunity for improvement and growth Table 4.2.2 Provide career opportunity for Sl.no Age improvement and growth Yes (n=72) 1 2 3 31to40 41to50 51to58 10(13.9%) 24(33.3%) 38(52.8%) No (n=48) 2(4.2%) 12(25%) 34(70.8%) X2=4.954 Df = 2 P < 0.05 Significant Statistical inference

The above table shows that there is a significant association between age of the respondents and their provide career opportunity for improvement and growth [.084<0.05]. Hence, the calculated value less than table value. Research hypothesis: There is a significant association between age of the respondents and their provide career opportunity for improvement and growth. Null hypothesis There is no significant association between age of the respondents and their provide career opportunity for improvement and growth. Statistical test Chi-square test was used the above hypothesis. Findings The above table shows that there is a significant association between age of the respondents and their provide career opportunity for improvement and growth [.084<0.05]. Hence, the calculated value less than table value. So the research hypothesis accepted and the null hypothesis rejected. 53

Association between age of the respondents and their get performance feedback Table 4.2.3 performance feedback Sl.no Age Strongly agree (n=12) 1 2 3 31to40 41to50 51to58 0 6(50%) 6(50%) Agree (n=54) 4(7.4%) 12(22.2%) 38(70.4%) Neutral (n=44) 8(18.2%) 18(40.9%) 18(40.9%) Disagree (n=10) 0 0 10(100%) Statistical inference X2=19.450 Df = 6 P < 0.05 Significant

The above table shows that there is a significant association between age of the respondents and their get performance feedback [.003<0.05]. Hence, the calculated value less than table value. Research hypothesis: There is a significant association between age of the respondents and their get performance feedback. Null hypothesis There is no significant association between age of the respondents and their get performance feedback. Statistical test Chi-square test was used the above hypothesis. Findings The above table shows that there is a significant association between age of the respondents and their get performance feedback [.003<0.05]. Hence, the calculated value less than table value. So the research hypothesis accepted and the null hypothesis rejected.

54

Association between age of the respondents and their necessary steps to be taken to retain the employee Table 4.2.4 necessary steps to be taken to retain the employee Sl.no Age Increment (n=10) 1 2 3 31to40 41to50 51to58 4(40%) 2(20%) 4(40%) Promotion (n=44) 2(4.5%) 14(31.8%) 28(63.6%) Counselling (n=36) 0 12(33.3%) 24(66.7%) Infrastructure (n=30) 6(20%) 8(26.7%) 16(53.3%) Statistical inference X2=18.788 Df = 6 P < 0.05 Significant

The above table shows that there is a significant association between age of the respondents and their necessary steps to be taken to retain the employee [.005<0.05]. Hence, the calculated value less than table value. Research hypothesis: There is a significant association between age of the respondents and their necessary steps to be taken to retain the employee. Null hypothesis There is no significant association between age of the respondents and their necessary steps to be taken to retain the employee. Statistical test Chi-square test was used the above hypothesis. Findings The above table shows that there is a significant association between age of the respondents and their necessary steps to be taken to retain the employee [.005<0.05]. Hence, the calculated value less than table value. So the research hypothesis accepted and the null hypothesis rejected. 55

Association between age of the respondents and their offered training programs Table 4.2.5 offered training programme Sl.no Age Attitude/personality (n=20) 1 2 31to40 41to50 0 6(30%) Team building (n=30) 4 (13.3%) 8(26.7%) Computer skills (n=34) 4(11.8%) 10(29.4%) Quality related (n=36) 4(11.1%) 12(33.3%) Statistical inference X2=3.192 Df = 6 P > 0.05 3 51to58 14(70%) 18(60%) 20(58.8%) 20(55.6%) Not Significant

The above table shows that there is no significant association between age of the respondents and their offered training programs [.784>0.05]. Hence, the calculated value greater than table value. Research hypothesis: There is a significant association between age of the respondents and their offered training programs. Null hypothesis There is no significant association between age of the respondents and their offered training programs. Statistical test Chi-square test was used the above hypothesis. Findings The above table shows that there is no significant association between age of the respondents and their offered training programs [.784>0.05]. Hence, the calculated value greater than table value. So the research hypothesis rejected and the null hypothesis accepted. 56

Difference between gender of the respondents and their aware of HR policy Table 4.3.1 Sl.no 1 2 Df = 118 The above table shows that there is a significant difference between gender of the respondents and their aware of HR policy [.080<0.05]. Hence, the calculated value less than table value. Research hypothesis: There is a significant difference between gender of the respondents and their aware of HR policy. Null hypothesis There is no significant difference between gender of the respondents and their aware of HR policy. Statistical test Student t test was used the above hypothesis. Findings The above table shows that there is a significant difference between gender of the respondents and their aware of HR policy [.080<0.05]. Hence, the calculated value less than table value. So the research hypothesis accepted and the null hypothesis rejected. Aware of the current HR policies Male (n=86) Female (n=34) Mean 1.19 1.06 S.D .391 .239 Statistical inference T = 1.767 P < 0.05 Significant

57

Difference between gender of the respondents and their good performance is suitably rewarded Table 4.3.2 Sl.no 1 2 Df = 118 The above table shows that there is a significant difference between gender of the respondents and their good performance is suitably rewarded [.005<0.05]. Hence, the calculated value less than table value. Research hypothesis: There is a significant difference between gender of the respondents and their good performance is suitably rewarded. Null hypothesis There is no significant difference between gender of the respondents and their good performance is suitably rewarded. Statistical test. Student t test was used the above hypothesis. Findings The above table shows that there is a significant difference between gender of the respondents and their good performance is suitably rewarded [.005<0.05]. Hence, the calculated value less than table value. So the research hypothesis accepted and the null hypothesis rejected. Good performance is suitably rewarded Male (n=86) Female (n=34) Mean 2.91 2.29 S.D 1.102 .906 Statistical inference T = 2.879 P < 0.05 Significant

58

Difference between gender of the respondents and their feel some improvement should be made in the training & development programs Table 4.3.3 Sl.no 1 2 Df = 118 The above table shows that there is no significant difference between gender of the respondents and their feel some improvement should be made in the training & development programs [.230>0.05]. Hence, the calculated value greater than table value. Research hypothesis: There is a significant difference between gender of the respondents and their feel some improvement should be made in the training & development programs. Null hypothesis There is no significant difference between gender of the respondents and their feel some improvement should be made in the training & development programs. Statistical test Student t test was used the above hypothesis. Findings The above table shows that there is no significant difference between gender of the respondents and their feel some improvement should be made in the training & development programs [.230>0.05]. Hence, the calculated value greater than table value. So the research hypothesis rejected and the null hypothesis accepted. feel some improvement should be made in the training & development programmes Male (n=86) Female (n=34) Mean 1.98 2.18 S.D .703 1.058 Statistical inference T = -1.206 P > 0.05 Not Significant

59

One-way ANOVA difference between department of the respondents and their good performance is suitably rewarded Table 4.3.4 feel some improvement should be made in the training & development programmes Between Groups Accounts (n=8) Civil engg. (n=4) Finance (n=14) HR (n=38) Internal audit (n=12) Material management (n=8) Pay roll (n=12) PF sec (n=4) Purchase (n=12) Welfare (n=8) 2 Within Groups

Sl.no

Mean

S.D

SS

Df

MS

Statistical inference

18.342 1.25 2.00 2.43 2.42 1.83 2.00 1.67 1.50 2.00 1.50 .463 1.155 1.089 .826 .389 .756 .492 .577 .603 .535 61.525

2.038

F = 3.644 P < 0.05 Significant

110

.559

The above table shows that there is a significant difference between department of the respondents and their good performance is suitably rewarded [.001<0.05]. Hence, the calculated value less than table value.

60

Research hypothesis: There is a significant difference between department of the respondents and their good performance is suitably rewarded. Null hypothesis There is no significant difference between department of the respondents and their good performance is suitably rewarded. Statistical test One-way ANOVA f test was used the above hypothesis. Findings The above table shows that there is a significant difference between department of the respondents and their good performance is suitably rewarded [.001<0.05]. Hence, the calculated value less than table value. So the research hypothesis accepted and the null hypothesis rejected.

61

One-way ANOVA difference between designation of the respondents and their feel some improvement should be made in the training & development programs Table 4.3.5 feel some improvement should be made in the Sl.no training & development programmes 1 Between Groups Chief manager (n=10) Manager (n=14) Officer (n=24) Technical (n=68) Supervisor (n=4) 2 Within Groups 2.20 1.86 2.17 2.03 1.50 .422 .864 1.239 .668 .577 77.589 115 .675 F = .844 P > 0.05 Not Significant 2.278 4 .569 Mean S.D SS Df MS Statistical inference

The above table shows that there is no significant difference between designation of the respondents and their feel some improvement should be made in the training & development programs [.500>0.05]. Hence, the calculated value greater than table value.

62

Research hypothesis: There is a significant difference between designation of the respondents and their feel some improvement should be made in the training & development programs. Null hypothesis There is no significant difference between designation of the respondents and their feel some improvement should be made in the training & development programs. Statistical test One-way ANOVA f test was used the above hypothesis. Findings The above table shows that there is no significant difference between designation of the respondents and their feel some improvement should be made in the training & development programs [.500>0.05]. Hence, the calculated value greater than table value. So the research hypothesis rejected and the null hypothesis accepted.

63

One-way ANOVA difference between educational qualification of the respondents and their aware of the current HR policies Table 4.3.6 Sl.no 1 Aware of the current HR policies Between Groups PG (n=34) UG (n=40) Diploma (n=16) HSC (n=4) PUC (n=26) 2 Within Groups 1.12 1.10 1.25 1.00 1.23 .327 .304 .447 .000 .430 14.745 115 .128 F = 1.083 P > 0.05 Not Significant Mean S.D SS .555 Df 4 MS .139 Statistical inference

The above table shows that there is no significant difference between educational qualification of the respondents and their aware of the current HR policies [.369>0.05]. Hence, the calculated value greater than table value. Research hypothesis: There is a significant difference between educational qualification of the respondents and their aware of the current HR policies. Null hypothesis There is no significant difference between educational qualification of the respondents and their aware of the current HR policies. Statistical test One-way ANOVA f test was used the above hypothesis. Findings The above table shows that there is no significant difference between educational qualification of the respondents and their aware of the current HR policies [.369>0.05]. Hence, the calculated value greater than table value. So the research hypothesis rejected and the null hypothesis accepted.

64

One-way ANOVA difference between experience of the respondents and their appraisal system effectively designed Table 4.3.7 Sl.no 1 Appraisal system effectively designed Between Groups Below 10 (n=10) 11to20 (n=8) 21to30 (n=60) Above 30 (n=42) 2 Within Groups 3.40 3.00 2.57 3.00 1.265 1.069 .810 .765 85.133 116 .734 F = 4.012 P < 0.05 Significant Mean S.D SS 8.833 Df 3 MS 2.944 Statistical inference

The above table shows that there is a significant difference between experience of the respondents and their appraisal system effectively designed [.009<0.05]. Hence, the calculated value less than table value. Research hypothesis: There is a significant difference between experience of the respondents and their appraisal system effectively designed. Null hypothesis There is no significant difference between experience of the respondents and their appraisal system effectively designed. Statistical test One-way ANOVA f test was used the above hypothesis. Findings The above table shows that there is a significant difference between experience of the respondents and their appraisal system effectively designed [.009<0.05]. Hence, the calculated value less than table value. So the research hypothesis accepted and the null hypothesis rejected.

65

CHAPTER V FINDINGS, SUGGESTION AND CONCLUSION

Findings

53.3 % of the respondents were agreed about changes needed in current HR policies. 21.6 % of the respondents were disagreed about appraisal system. 30 % of the respondents were disagreed about the Recruitment. 48% of the respondents were disagreed about career growth opportunity. 26.7 % of the respondents were disagreed about employee satisfaction. 56.7 % of the respondents were agreed about improvement in training and development programs.

Chi-square test There is a significant association between age of the respondents and their aware of HR policy. There is a significant association between age of the respondents and their provide career opportunity for improvement and growth. There is a significant association between age of the respondents and their get performance feedback.

There is a significant association between age of the respondents and their necessary
steps to be taken to retain the employee.

One-way ANOVA
There is no significant difference between gender of the respondents and their feel some improvement should be made in the training & development programs. There is a significant difference between experience of the respondents and their appraisal system effectively designed.

66

SUGGESTION
The organization can reschedule the existing policies like working hours, wages and salary ,job security etc which will motivate the employees to work for organization with full effectively. The vacancies existing in the organization must be filled periodically in order to reduce the work load imposed on the employees based on attrition, work stress and absenteeism. Career progression plan has to be introduced and employees should be intimated about the same. The effectiveness of the training &development program has to be made effective. The HR dept can solve the problem by having a structured grievance redressal procedure framed by the management and it should be recorded.

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CONCLUSION
The HR auditor always prepares and submits an audit report to authority of the organization, which may be clean or qualified. The clean report indicates the appreciative of the department's function, but the latter one represents the gaps in performance and therefore contains remarks and remedial measures. HR Audit is very much helpful to face the challenges and to increase the potentiality of the HR personnel in the organization. HR Auditing plays an important role in shaping the overall departments. It helps improving employee morale and productivity, and trains them on skills which the employees would require in fulfilling their responsibilities in the ITI ltd. Recognizing the importance of the HR Auditing, the ITI Ltd should allocate optimum amount in the budget for providing effective and efficient motivation and career development to the employees.

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BIBLIOGRAPHY

1. C.R.Kothari, Research Methodology Methods and Techniques, New Age International New Delhi, 2004, revised second edition. 2. T.V.Rao , HRD Audit, 1th edition, SAGE publication,1999 . 3. K. Aswathappa, Human Resource Management and Personnel Management, 4th edition, McGraw-hill, 2006.

Journal 1. John H. McConnell, Auditing Your Human Resources Department, July 2011. 2. Dr. Parimalendu Bandyopadhyay, Human Resource Audit Lecturer ,B.B. College, Asansol

Web site

1. www.citehr.com 2. www.google.com 3. www.scribd.com 4. www.itiltd-india.com

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