CHAPTER –1

INTRODUCTION TO THE HRM

The purpose of human resource management in an organization is to

optimize worker performance in support of the strategic goals of the

employer. HR is mostly focused on systems and rules and is concerned

with how people are handled within enterprises. Organizations' HR

departments and units are normally in charge of several tasks, such as

hiring new employees, providing training and development, evaluating

performance, and rewarding employees. Industrial relations, or the

balance of organizational practices with restrictions resulting from

collective bargaining and governmental laws, is another area of

importance for HR. The human relations movement of the early 20th

century gave rise to HR, when scholars started recording methods of

generating economic value via the strategic management of labor

forces. Payroll and benefits administration dominated the function's

early years. However, as a result of technological advancements,

company consolidation, globalization, and additional research, HR is now

primarily focused on strategic initiatives like succession planning, talent

management, mergers and acquisitions, industrial and labor relations,

diversity and inclusion, and talent management. 8 HR staff members

with training may handle HR-related tasks in startup businesses. Larger

1
organizations usually allocate an entire functional department to the

discipline, with personnel specialized in certain HR duties and functional

leadership participating in strategic. decision-making within the

company. Higher education institutions, professional associations, and

businesses themselves have developed study programs specifically

focused on the responsibilities of the role in order to prepare

practitioners for the field. As indicated by a number of publications

devoted to the subject, academic and professional organizations also

aim to interact with and advance the HR sector. Within the domains of

management and industrial/organizational psychology, HR is also a

popular area of research, with studies published in several scholarly

journals, some of which are listed later in this piece. In the

contemporary global workplace, the majority of businesses prioritize

reducing employee attrition and holding onto the skills and expertise

within their staff. In addition to being expensive, recruiting new

employees raises the possibility that they won't be able to succeed the

incumbent in the role. In order to lower the chance of knowledge loss,

HR departments often make an effort to provide advantages that will

appeal to employees.

CONCEPT OF HUMAN RESOURCE MANAGEMENT

2
The practice of uniting individuals and organizations to achieve mutual

goals is known as human resource management. The protective and

screening role of the HR manager is giving way to a more planning and

change-agent one. The new corporate heroes are personnel directors.

Personnel is the key to success in today's corporate world. These days,

it's not feasible to present a strong operating or financial report if your

people interactions aren't in shape. Over time, there has been a decline

in low-skilled employment and an increase in highly skilled and

knowledge-based jobs. Future skill mapping through appropriate HRM

efforts is required for this. Because of their worldwide alignment, Indian

firms are also seeing changes in their management cultures, processes,

and philosophies. The development of multiple skills is necessary. The

importance of HRM is only increasing.

NEW TRENDS IN INTERNATIONAL HRM

Relocation, orientation, and translation services are just a few of the

duties and functions that international HRM emphasizes more to assist

employees in adjusting to a new and diverse environment outside of

their home nation. Careful consideration of the candidate's and spouse's

personal qualities is necessary while hiring employees. The manager will

be able to better comprehend cultural differences through field

experiences and sensitivity training in addition to informational and

3
orientational training. Managers must be guarded against hazards to

their professional growth, issues with re-entry, and culture shock.

Performance evaluations should use data from both sources of

appraisals in order to weigh the advantages and disadvantages of home

country and host country evaluations. Compensation plans should be

tailored to the specific needs of the region while still supporting the

organization's overarching strategic goal. A number of European nations,

including Germany, have laws establishing representation. Usually,

national negotiations are used by organizations to negotiate the

agreement with the unions. Managers and salaried staff are more likely

to be unionized in Europe.

4
 CHAPTER – 2

CONCEPTUAL FRAME WORK & REVIEW OF LITERATURE

OBJECTIVE OF THE STUDY

To find the relation and effect of Human Resources Management with

organization effectiveness.

1. To comprehend the hiring practices used by Indian businesses

2. To comprehend the HR policies and practices that Indian businesses

have implemented.

3. To determine the training and development initiatives Indian

businesses have implemented

4. To determine the pay raise policies that Indian corporations have

implemented

5. To determine how well a worker is performing right now in order to

evaluate them for career progress.

5
6. To determine which government-launched employee welfare

program.

7. To determine the Indian companies' working hours.

8. To offer improved welfare, health, and safety facilities for employees

in accordance with their normal policies.

9. It helps to comprehend the quality circle in order to solve the issue.

10. To comprehend the cause of employee attrition.

SCOPE OF THE STUDY

The research had a fairly broad reach, however there was relatively little

time available overall for the study's observation, analysis, and

conclusion. The second crucial point is that a manager's positional

accountability and responsibility limit his ability to disclose all relevant

and specific regulations in accordance with his ethical and moral

obligations. Examining "organization effectiveness through Human

Resources Management" from the perspective of the employee as a

specialized subject limits training, hiring and selection, job analysis, and

performance evaluation for gaining access to many HRM parameters.

The study's conclusions can be used as a benchmark for all

organizational guidelines, parameters, and particles.

6
 CHAPTER NO. 3

CONCEPTUAL FRAMEWORK ON HUMAN RESOURCES MANAGEMENT.

In order to achieve the company objectives, Human Resource

The following tasks are performed by management: 1. Hiring, choosing,

and assigning employees.

2. Employee growth and training.

3. Employee performance evaluation.

4. Employee compensation.

5. Employee welfare and social security.

1.RECRUITMENT, SELECTION AND PLACEMENT OF PERSONNEL

Mode of Appointment: The appointment to various points shall be

made in the following manner: -

By Direct Recruitment: - a The requirements outlined in the staffing

pattern must be met for direct recruiting. b. The merit list that was

created at the time of selection will be used to determine the

appointment. 14 c. All appointments, with the exception of class-IV

services, will be based on the selection committee's recommendations,

which will be made up of the

following: -

7
By Promotion :

a. Promotions to the next higher position in the relevant discipline

within any category will be granted based on "Seniority-cum-Merit"

among lower category employees who have worked for the relevant

post in the steel industry for at least five years.

By Transfer:

a. Through the permanent transfer of services of corporate surplus

personnel under terms and conditions set forth by the company and

periodically accepted by the Board, subject to the Register's approval.

b. By a permanent transfer of an employee at his request and under the

terms and conditions that the firm specifies and that the board

periodically adopts, subject to the Registrar's approval.

COMMENCEMENT OF SERVICE:

The day the employee reports for work on a working day will be

considered the start of services. The following day will be considered the

start of the services if he reports for duty in the afternoon.

ATTENDANCE AND LATE COMING:- No employee is permitted to access

or exit the establishment's grounds without authorized by the gate or

gates designated for this purpose. Employees who are absent from

work, have resigned, been fired, or have been diagnosed with a

contagious or infectious disease by the appropriate medical authority

8
must leave the establishment's grounds right away and are not

permitted to reenter it unless authorized in writing by the appropriate

authority. 15 Any employee entering or leaving the establishment

through the main entrance may be subject to a search by a duly

authorized person of the same sex. If multiple shifts are being worked

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

SENIORITY:

Under these regulations, an employee's seniority will be assessed for a

specific category of position based on their length of service; however, in

the case of employees appointed through direct recruitment who begin

their employment within the time frame specified in the appointment

order or within the time frame that may be periodically extended by the

appointing authority, the order of merit determined will not be

disturbed, subject to a maximum of one month from the date of the

appointment order. Furthermore, given that if an applicant is approved

to participate in the service after the expiry of the said period of one

month, his seniority shall be determined from the data he joins the

service.

9
POSTING AND TRANSFERES:

The Managing Director has the authority to post or transfer any employee

inside the company. Additionally, he must be qualified to transfer an employee

in lieu of or in addition to any role that is comparable.

2. TRAINING AND DEVELOPMENT OF EMPLOYEES.

Those who refer to their staff as "partners" or "associates" found "employee

development" too suggestive of the master-slave relationship between

employer and employee. The concept that individuals are merely "resources"

was deemed offensive to scholars, who so rejected the idea of "human

resource development". The name "Learning and Development" was

ultimately chosen by the CIPD, but it wasn't without issues as "learning" is a

too broad and vague term. Furthermore, the previous names are still

commonly used to refer to the field. The three primary activities that make up

training and development (T&D) are education, training, and development.

According to Garavan, Costine, and Heraty from the Irish Institute of Training

and Development, there is a common belief that these concepts are

interchangeable. To practitioners, however, they comprise three distinct, albeit

connected, activities: ∑ Training: This task is assessed in relation to the

individual's current employment and is centered around it.

10
Education:

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

the future, and is evaluated against those jobs.

Development: This activity, which is very hard to evaluate, concentrates on

potential future actions that the person or the organization they work for may

engage in. There are various sorts of "stakeholders" in training and

development. Senior managers are the sponsors of training and development.

Business planners are the target audience for training and development. Line

managers are in charge of providing resources, mentoring, and

execution. The people who really go through the processes are the

participants. Employees in human resource management serve as the

facilitators. Additionally, the providers are experts in their industry. Every one

of these groups has goals and objectives of its own, which occasionally collide

with those of the other organizations. The most favorable aspects of career

consequences are the disputes that arise between subordinates and their

superiors. Disagreement with supervisors is the main cause of job turnover.

However, as noted by author, expert on workplace relationships, and executive

coach Dr. John Hoover, "Despite the temptation, no one's career has ever been

advanced by making the boss appear foolish.

One of the best ways to ensure long-term success is to teach an employee how

to get along with those in positions of authority and with others who value

11
different viewpoints. Simply having talent, knowledge, and expertise won't

make up for a bad relationship with a peer, supervisor, or client.

3. APPRAISAL OF PERFORMANCE OF EMPLOYEES.

An employee performance evaluation is a procedure whereby management

assesses and delivers feedback on the work performance of an employee,

usually using a combination of written and spoken parts. The process also

includes efforts to enhance or refocus activities as needed. Promotions and

pay increases are based on performance documentation. In addition to helping

employees perform better, appraisals serve as a means of rewarding and

recognizing them for a job well done. They can also do a variety of other tasks,

such as giving businesses a base from which to define and mold duties in line

with industry trends, define lines of enhance employee-management

interactions and encourage reexaminations of possibly antiquated company

procedures. However, as Joel Myers points out in the Memphis Business

Journal, "performance reviews often only take place when management is

putting together a case for firing an employee. It makes sense that the

outcome is a shared fear of the performance review meeting, which should be

avoided at all costs. This is not how you lead and inspire others. Performance

reviews are meant to be a "teaching moment" for managers and a means of

personal growth for employees.

12
" PERFORMANCE APPRAISAL AND DEVELOPMENT

While the term performance appraisal has meaning for most small business

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

are as follows:

1. To increase the productivity of the business 19

2. To make knowledgeable decisions about hiring, promoting, and terminating

employees

3. To determine what is needed to complete a task (the objectives and duties

of the job)

4. To evaluate a worker's output in relation to these objectives

5. To make an effort to raise the employee's performance by identifying

particular areas that need to be improved, creating a plan to address these

issues, offering feedback and support to the employee as they work toward

improvement, and making sure the employee is involved and committed to

raising their performance. If the employer works to create a discussion in

which the improvement of all parties is the ultimate goal of the performance

appraisal process, then all of these goals can be achieved more readily.

Employers must establish a history of providing fair and honest feedback, show

employees how much they are valued, acknowledge their accomplishments,

treat every employee equally, and solicit feedback from staff members

regarding the company's operations and procedures in order to build and

13
maintain this framework. A small company with few workers or one that is just

beginning to evaluate its personnel may decide to utilize a prepackaged

system, which includes software or paper forms. Programs can be altered in

two ways: either by utilizing a company's current techniques of appraisal or by

choosing components from a list of qualities—like timely delivery, good

communication, and the capacity to complete tasks as assigned—that

characterize the work habits of a successful employee. Ultimately, though, a

lot of businesses decide to create their own appraisal form and method so that

it may truly reflect an employee's performance in relation to the particular

objectives and culture of the company. When creating an evaluation system

for a small company, an entrepreneur must take the following factors into

account:

1. Employee size

2. Workers who adhere to a different schedule

3. The company's objectives and the behaviors that employees are expected to

exhibit in order to assist in achieving those objectives

4. Assessing output/performance

5. Salary rises and job advancements

6. Sharing information about the individual performance evaluation system.

14
4. REMUNERATION OF EMPLOYEES

Employee compensation, or rewards for work well done, is referred to as

employee remuneration. Pay offers a fundamental incentive for a person to

carry out their work in an effective and efficient manner. Employee motivation

is a result of compensation. Employee salaries define their style of living and

are a significant source of revenue. Pay has an impact on an employee's output

and performance at work. Therefore, compensation—both in terms of amount

and mode—is crucial for both management and staff. There are primarily two

kinds of compensation for employees.

1. Time Rate Method

2. Piece Rate Method

These methods of employee remuneration are explained below in detail

Employee Methods of Remuneration

1. Time Rate Method:

Under a time rate system, an employee's compensation is directly correlated

with the amount of time they spend working. Regardless of their productivity,

employees receive a certain, predetermined amount on an hourly, daily,

weekly, or monthly basis. It's a really straightforward payment system. It

results in less resource waste and a decreased risk of accidents. The Time Rate

15
technique produces high-quality work, and it is particularly advantageous for

new hires since it allows them to get started without losing pay while they

learn the ropes. Due to the equal compensation received by members of a

specific group or cadre, this approach promotes employee cohesiveness. The

Time Rate Method has some shortcomings, including the fact that it produces

tight oversight, ongoing staff costs, lower employee morale, and worse

employee productivity due to a lack of differentiation between efficient and

inefficient workers. When work is non-repetitive and quality output is

prioritized over quantity production, a time rate system works well.

2. Piece Rate Method:

This is a pay scheme where an employee's income is determined by the

number of units or pieces they generate. This approach places more of an

emphasis on production quantity than output quality. Because salaries vary

under this arrangement, calculating the staff cost per unit is not difficult with

results. This approach has a cheap production cost per unit since it requires

less supervision. Because salaries are closely correlated with job efforts, this

approach boosts employee morale. This approach has a higher work-efficiency.

This method has certain disadvantages, including the inability to be computed

quickly, the decline in job quality, resource waste, decreased employee unity,

increased production costs, and employee insecurity. A piece rate system

16
works well in situations when the job is repetitious and quantity is prioritized

over quality.

5. SOCIAL SECURITY AND WELFARE OF EMPLOYEES PROVIDENT FUNDS:

Regardless of the compensation received, employees are eligible to join the

Employees Provident Fund and other programs under the Employees

Provident Fund and Misc. Provisions Act of 1952. Reemployed individuals are

subject to the conditions of their employment. BONUS: Workers are entitled to

receive bonuses in accordance with the Bonus Payment Act of 1965, as

amended or reenacted from time to time.

MEDICAL BENEFITS:

An employee is entitled to medical benefits as specified by the PSI Act/Scheme,

as and when they become applicable. An employee who is not covered by the

PSI Act or Scheme is entitled to medical benefits, as determined from time to

time by the board and with the company's approval.

ALLOWANCE:

According to the Board's decision and with the company's approval, Dearness

Allowance, Additional Dearness Allowance, House Rent Allowance, City

Compensatory Allowance, Rural Allowance, and Other Compensatory

Allowance shall be 23 admissible to the Life Insurance Employees.

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

SERVICE:

If an employee passes away while working for the company, their family

members will be entitled to the following benefits and facilities at the rates

and scales, as well as on the teams and conditions decided upon by the board.

award given out of gratitude. Allowance for House Rent (a). b. Taking P. leaves

into cash. b. Employment priority for a window or dependent of a deceased

employee. d. A special ex-gratia award given to the surviving family members

of a corporate employee killed by

terrorist conduct. LEAVE: The following types of leave are available to all

employees: PRIVILEGE LEAVE (LEAVE WITH WAGES):

One day for every eighteen days of service (the time of privilege leave taken

and unpaid/absence leave will not be included in the computation of days of

service).

CASUAL LEAVE:

12 days per annum.

SICK LEAVE:

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

Act/Schemes

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

18
RESIGNATION:

A regular or permanent employee who wishes to leave the company must give

written notice of their intention to do so one month in advance. If they are

unable to do so, they must deposit one month's notice in writing or one

month's salary, or the salary for the portion of the notice that is less than one

month. Base pay and all other benefits that are applicable, such as house rent

or rural allowance, conveyance allowance, and medical allowance, are included

in this calculation.Resignation must be submitted with 24 hours' notice while

on probation. The person who appointed the employee may accept the

resignation that the worker has submitted.

SUPERANNUATION / RETIREMENT

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

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

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

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

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

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

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

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

19
interest of the Life Insurance. Major misconducts: Without prejudice to the

generality of the term,

“misconduct”

The employee's specific actions of major misconduct shall be interspersed with

the following acts of communion or omission:

1. Violation of any ongoing directives, norms, regulations, terms of the

appointment letter, or orders that the establishment periodically issues

2. Disregarding any operation or maintenance and acting in a way that is

detrimental to the establishment's interests or reputation.

3. Consistently failing to fulfill obligations, being lazy, being ineffective, lying,

being negligent at work, or purposefully delivering subpar or unsatisfactory

work. Bring drugs, alcohol, or other intoxicating items onto the property or

report it.

4. Working on personal or private projects during business hours, as well as

participating in any other trade, business, or service-related

An employee who is found guilty of a major wrongdoing may face one or more

of the following sanctions:

1. The discontinuation of one or more yearly pay grade increases, with or

without cumulative effects

2. Recovering damages or the total amount of losses incurred by the

establishment as a result of the employee's wrongdoing.

20
3. Relegation to a lower position.

4. Discontinuation of assistance.

5. Termination from employment.

PUNISHMENTS FOR MINOR MISCONDUCTS: -

An employee found guilty of minor misconduct may face one or more of the

following penalties:

1. Censure or warning.

2. Adding a negative entry to his service history

3. The suspension of one yearly pay grade increase, either cumulatively or not,

for a six-month period.

4. Recovering goods that were specifically given to the employee or more for

which he bears responsibility.

5. Recovering from his pay any financial loss he causes the establishment by

carelessness or directions not followed.

6. A term of no more than 15 days of suspension without pay or food.

PROCEDURE FOR AWRDING PUNISHMENT FOR ACTS OF MINOR

MISCONDUTS:

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

shall be called upon to explain his position.

PROCEDURE OF ENQUIRY AND PUNISHMENT FOR MAJOR MISCONDUCTS.

21
An employee who is accused of serious misconduct will receive a charge sheet

from the appropriate authority that outlines the alleged misconduct in detail

and requests an explanation from the employee within seven days. After the

initial seven-day period has passed, the employee may request a maximum

seven-day extension of this time if they provide sufficient justification;

however, they must submit a written request for this purpose. The appropriate

authority may impose one or more of the sanctions outlined in these

guidelines if the employee submits a written admission to the charge(s)

brought against him.If the employee is deemed satisfactory, the complaint will

be dismissed. The responsible authority will designate a person to hold an

inquiry and issue an order in this regard specifying the names of the inquiry

officers and the presenting officers in the event that the employee fails to

submit his explanation within the allotted time or the extended time allowed

to him, or in the event that the explanation submitted by him is deemed to be

insufficient. The accused employee's only entitlement to reimbursement will be for actual

rail or bus fares, excluding any journey he undertakes to view pertinent records or to attend

the inquiry proceedings at a station outside than his headquarters. After the investigation is

over, the inquiry officer will

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

therefore to the authority.

22
APPEAL AGAINST PUNISHMENT:

The board of directors of the corporation shall hear an appeal under rules 29

and 30 of these regulations against the orders of the appropriate authority

imposing punishment. To review the appeal based on documents, the board

will form a committee including a chairman, a nominee from the firm, a

nominee from RCs, and a nominee from the NDDB. ß After the appellant

obtains a copy of the order, they are appealing or is presumed to have

received, they have thirty days to file an appeal. After reviewing the case and

documenting adequate justification, the appellate authority may decide to

increase, decrease, or confirm the punishment. If it chooses to increase the

punishment, the accused employee will receive

SUSPENSION:

If it is determined that the employee should be placed on leave while an

investigation is conducted, the appropriate authorities may do so until a

charge sheet is filed, a domestic investigation is conducted, or until the

investigation's conclusions are made. If an employee is the subject of a criminal

investigation for a morally reprehensible offense and the appropriate

authorities determine that suspending the employee is both necessary and

desirable, they will do so.

23
28 SUBSISTENCE ALLOWANCE DURING SUSPENSION:

A worker will receive subsistence allowance for the first ninety days of the

suspension at 50% of the wages they were entitled to immediately before the

date of the suspension, and at 75% of those wages for the remaining ninety

days of the suspension. The suspended employee's subsistence allowance will

only be paid if he submits a certificate each month attesting to his continued

employment at the head office and his lack of employment elsewhere.

24
 CHAPTER – IV
INDUSTRY & COMPANY PROFILE
3.1 INDUSTRY PROFILE

There have been numerous instances since the Industrial Revolution of how

fresh discoveries have contributed to global economic growth. There was no

true definition of expansion prior to that time, other than through exploration,

conquest, and theft. The majority of people were aware that they were born

into a specific life status. It is no accident that Adam Smith's "The Wealth of

Nations" was published in 1776, marking the start of the modern period. His

insight into an economic structure capable of supporting and advancing this

revolution is something we continue to owe to him. It is a wonder that growth

rates have increased so dramatically since then, given how quickly the world's

population was expanding. There are more and more opportunities available

for this population is expanding remarkably quickly, but unevenly across

nations.

Despite the fact that the majority of the early industrial revolution inventions

were empirical rather than scientific, science has played a significant role in

current technologically oriented industry and, consequently, in the significant

economic growth previously discussed. This is especially true in the twentieth

century. As the first science-based industry, we made the decision a few years

ago to investigate the chemical business in order to shed light on this topic. It

started as a science-based enterprise in the United Kingdom in 1856 when

25
William Henry Perk discovered synthetic mauve, although it has older scientific

underpinnings that we will touch on briefly.

Our new book, Chemicals and Long-Term Economic Growth, edited by

Professor Nathan Rosenberg of Stanford and us, was released in 1998 by John

Wiley and Sons in association with the Chemical Heritage Foundation. It

provides an overview of this amazing evolution. Some of these comments are

owed to that study.

The eighteenth century saw the beginning of the science of chemistry. Antoine

Lavoisier was the first chemist to be genuinely scientific; he measured and

observed chemical reactions in a methodical manner. Regretfully, he was

executed by guillotine during the 1794 revolution—not for his scientific

expertise, but rather because he worked as an excise officer for the Ancient

Regime to support himself.

Lavoisier possessed devotees. Early in the 1830s, the young German Justus von

Lie big—a pupil of Joseph Gay-Lussac, a disciple of Lavoisier—instituted the

systematic teaching of chemistry at the University of Giessen. By doing this, he

created the first idea of a research university, the institutional structure that

would allow Germans to dominate the field of chemistry until the late 1800s.

This tradition has persisted: many of Warren K. Lewis's colleagues at other

German universities also earned their doctorates in chemistry from the

University of Breslau, including the pioneer of modern chemical engineering at

26
Massachusetts Institute of Technology. August Wilhelm von Hofmann, Liebig's

assistant, was hired by the British in 1845 to head the newly formed Royal

College of Chemistry. Perkin was a student of Hofmann's. Thus, here we

examine the intellectual chain that links Lavoisier, Gay-Lussac, Hofmann,

Perkin, and each other's contributions to the foundation of the first science-

based company.

In order to show how internal and external factors affected the development

of the chemical industry globally, our study concentrated on four

representative nations that set themselves apart from one another and are

therefore important for historical reasons. These nations were Japan, the

United States, Germany, and Britain.

In certain ways, the early inorganic chemical industry was more like mining

than modern science-based chemistry. The contemporary chemical industry

was founded in 1856 with Perkin's discovery. Up until the 1870s, Britain was

the industrial leader in dyestuffs. For England, these were the best of times.

The country was wealthy. Its organic chemical sector, which produced dyes,

possessed the greatest technological know-how, the greatest supply of coal, a

basic raw material, and the largest consumer base (textiles). However, those

benefits were lost, and by the end of the 1880s, the Germans were in control

of the organic chemistry sector. Around 140,000 tons of dyes were produced

by German firms by 1913, compared to 10,000 tons in Switzerland and 4,400

27
tons in Britain. With the exception of local explosives manufacturing, American

industry was a major producer of basic inorganic chemicals, but its organic

chemical needs were primarily met by imports, particularly German dyestuff.

EVOLUTION OF INDUSTRY STRUCTURE:

Two principal driving forces have been behind the industry’s growth in the

past half of century:

 Polymer science, which developed the synthetic fibers, resins, adhesives,

paints, and coatings that virtually define “modern” materials; and

 Chemical engineering. Which made it possible to produce these

materials at costs low enough to ensure their success (Aurora and

Gambardella, 1998)

Polymer products are made from petrochemicals as raw materials. The first

nation to establish a petrochemicals sector was the United States, which

started doing so early in the century and possesses large deposits of natural

gas and oil. The structure of the industry and technology were significantly

impacted by World War II. The U.S. government supported extensive initiatives

for the development and manufacturing of synthetic rubber as part of the war

effort, which increased demand for oil for aviation fuel. Following the war,

there was an enormous increase in the demand for automobiles and fuel. By
28
1950, natural gas and oil accounted for half of all organic compounds produced

in the United States. By 1960, the percentage had reached about 90%

(Chapman 1991). Numerous oil corporations, including Shell, Exxon, Amoco,

BP, and Arco, grow to be significant manufacturers of basic and intermediate

chemicals made from feedstocks generated from petroleum.Nearly as swiftly

as the United States, Germany and Britain's chemicals industries recovered and

expanded, switching from producing organic compounds from coal to

petrochemicals. Japan entered the petrochemical business with startling speed

in the 1950s and 60s, which sped up the expansion of the chemical sector. In

addition to the three major keiretsu, which are Mitsubishi, Mitsubishi, and

Sumitomo, there are a number of other businesses, including Asahi Chemical

Plants (Hikino et al., 1998)

When oil companies and engineering design firms spread the technology

abroad, the technological advantage held by American chemical makers in the

petrochemical industry began to disappear. The means of manufacturing a

wide range of imported goods became increasingly accessible.

Furthermore, the emergence of a global oil market meant that the United

States' abundant reserves of natural gas and oil did not prove to be a

significant comparative advantage: by the end of the 1960s, European nations

and Japan had succeeded in catching up to the United States in most areas.

Since then, the relative shares in the global output have mostly stayed the

29
same, while there have been some relative changes in some industries, such

the pharmaceutical industry.

Technology spread more extensively than it had ever done after the industry's

major technological drive in the 1950s and 1960s. In addition to SEFs' efforts,

traditional sorts of inventions saw their payoffs reduced by heightened

competition and weaker demand growth. The process of commercialization

grew more costly and demanded ever-deeper market and consumer analysis.

The industry, driven in part by the constant pressure from shareholders and

their representatives, is overcapacity. Numerous companies saw significant

reorganizations of their product lines, which were followed by numerous

mergers, acquisitions, and divestitures as well as the emergence of brand-new

companies in the market. Many businesses reduced their R&D during this

phase and redirected their spending on shorter-term projects rather than

greater fundamental research. In the past couple of years, there are some

indications that the industry may be entering a new phase of technological

change, and R&D spending appears to be picking up also, as well as increased

activity in transporter acquisitions in addition to domestic ones.

The new equilibrium took a long time and hurt to adjust. Due to

economies of large-scale production, current producers had made significant

capacity investments, particularly in the fundamental intermediates. Due to

the significant degree of vertical and horizontal integration found in many

30
chemical and petrochemical plants, the issue was exacerbated. The

restructuring process sheds light on the relative strategic significance of

various investment kinds. As the high technology industry evolves, so do the

characteristics of corporate governance and strategy. The industry rationalized

capacity during the first phase of restructuring by gradually eliminating

outdated and less effective capacity. In the United States, this stage of the

restructuring seems to have been completed by the middle of the 1980s. It was

succeeded by a corporate sector reorganization that reached its peak in the US

in the late 1980s, but it's still going strong today. It seems that Western

Europe's restructuring came around five years after that of the United

States.The industries with the most intense rivalry, basic and intermediate

petrochemicals, have seen the most notable reorganization. A number of

established chemical companies in the US and Europe are pulling out of some

of their commodity chemical operations and shifting their attention

downstream to industries where better profits can be achieved through

product differentiation based on quality and performance. Oil companies

including Shell, BP, Exxon, Arco, and Amoco (which will shortly be absorbed by

BP-Amoco) as well as other businesses like Vista, Quantum, Cain, Sterling, and

Huntsman have taken their place; many of the latter are relatively young, that

have assumed control of companies including Conoco, Texaco, Monsanto, and

USX's departing commodity chemicals operations. Borealis, Clarian, and

31
Montello are examples of newly focused corporations that have emerged in

Europe as a result of company mergers. It appears that the new businesses are

splitting up into two groups: those that make higher-value, specialty chemicals

and those that make more common, higher-volume chemicals.

CHEMICAL INDUSTRY MAP IN INDIA

32
33
 COMPANY PROFILE

In 1991, Chaitanya Chemicals was founded with the humble goal of producing
barium chloride. The co-founders of the business, Mr. S.V. Rama Moorthy and
Mr. G.V. Chandra Mouli, are in charge of Chaitanya Chemicals, which is
currently the biggest producer of barium chloride. Sodium hydroxide, Sodium
sulfide, barium carbonate, barium nitrate, barium hydroxide, and barium
sulfide Currently, Chaitanya Chemicals exports to quality-conscious clients in
the Middle East, the USA, Japan, Singapore, Taiwan, Germany, and other
countries. All barium chloride that leaves Indian soil is currently produced at
Chaitanya Chemicals, which is situated in Kadapa, Andhra Pradesh, South India.
Our hometown of Kadapa is the site of the world's second-largest baryte mine,
producing all of the barytes used to make all barium salts. The best raw
materials available (free of strontium and other heavy metals), the
management's dedication to excellence, and the enthusiastic teamwork of the
entire workforce have elevated Chaitanya Chemicals to the level of the world's
top suppliers in terms of both quality and competitiveness.
History of Chaitanya Chemicals
In 1991, Chaitanya Chemicals was founded with the humble goal of producing
barium sulphide. Today, Chaitanya Chemicals is the biggest producer of barium
chloride and sodium hydro sulphide in India thanks to their unwavering
commitment to quality since their founding, highly motivated workforce, and
cutting edge management under the direction of Mr. S.V. Rama Moorthy and
Mr. G.V. Chandra Mouli. Thanks to its cutting-edge production line and
superior research and development, Chaitanya Chemicals is now known
throughout India as the supplier of barium chloride and sodium hydro
sulphide, and it exports its goods to nations in North America, Europe, the
Middle East, and Africa.
Having been founded in 1991, Chaitanya Chemicals is currently India's biggest
producer of sodium hydroxide (10000 MT annually) and barium chloride
(15000 MT annually). The co-founders of the business, Mr. Chandra Mouli and
Mr. Rama Moorthy, are in charge.

Chaitanya chemicals today manufacture:

 Barium Chloride
34
  Barium carbonate
 Barium nitrate
 Barium Hydroxide
 Barium sulphide
 Sodium Hydro sulphide&
 Sodium sulphide.
Chaitanya chemicals are currently exporting to quality conscious customers in USA,
Japan, Singapore, Middle East, France, Taiwan, Germany etc. Till to dates all Barium
chloride leaving Indian shores is manufactured at Chaitanya Chemicals
South India's Kadapa, Andhra Pradesh is home to Chaitanya Chemicals. Our
native town of Kadapa is the mining location for barites, which are the basic
material used to make all barium salts. India is the world's second-largest
producer of barites. The best raw materials available (free of strontium and
other heavy metals), the management's dedication to excellence, and the
enthusiastic teamwork of the entire workforce have elevated Chaitanya
Chemicals to the level of the world's top suppliers in terms of both quality and
competitiveness.
CHAITANYA CHEMICAL (NEW UNIT)

Year of Establishment : 2009

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

hydrosulphide, Sodium sulphide

Capacity : Barium chloride -10,000 MT per annum

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

Certificates : In process

No of employees : 75

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

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

35
 CHAITANYA CHEMICAL

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

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

Year of Establishment : 2004

Products : Barium sulphide
Capacity : Barium sulphide -9000 MT per annum
Certificates : -----
No. of Employees : 45
Location : Plot # 9, IDA, Kadapa. Andhra Pradesh
Quality of Chaitanya chemicals products
Since its founding, Chaitanya Chemicals has upheld the highest standards for
quality assurance. Chaitanya Chemicals employs a dedicated staff to oversee
36
the production process and final goods in order to maintain the highest
standards. Customer satisfaction is our first priority at Chaitanya Chemicals.
We promise to produce items that are of the highest caliber and specifically
designed to meet the needs of our clients.
At Chaitanya Chemicals, we foster an environment where all employees can
contribute to the contentious development of our business processes because
we believe that every person in the firm is significant. Chaitanya Chemicals
aspires to be the most dependable barium salt supplier in India and around the
world. In order to accomplish our aim, we want to provide our clients with
high-quality goods that are supplied on time. We also want to reduce costs by
continuously improving our business processes, which will increase Chaitanya
Chemicals' competitiveness in the worldwide market.

Chaitanya Chemicals Products

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

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

Applications:

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

Alkali plant Used in pigments

 Used in manufacture of states, Hydroxides and peroxides

 Used as a catalyst in petrochemical products

Specifications:

Purity Min 99%

Sodium Max 0.03%

Calcium as ca Max 0.003%

Magnesium Max 0.01%

Sulphur as s Max 0.02%

Iron as fee Max 0.005%

Strontium Max 0.005%

2. Barium chloride Anhydrous (Bacl2):

Description: White crystalline powder free from moisture and is free flowering.

37
Applications:
 As one of the incredible in heart treatment salts.
 Have almost the same specifications as the Barium Chloride hydrous material. The
moisture content is less than 0.5%
3. Sodium Hydro Sulphate (NaHS or NaSH)
Description:
Clear lemon yellow solution free from any suspension impurities.
Production capacity of 400 tons per month.
As 31% solution, as 71% flakes (yellow)
Applications:
As source of Hydrogen Sulphate

 Used in tanneries for Dearing of hides

 As a reducing agent in chemical processes

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

Commercially called as Balance Fixed. Production capacity of 350 tones per month.
We produce Nano scale Barium sulphate with the average particle size less than 0.8 microns.
38
Applications:
 Used in powder coatings.
 Used in paints and pigments.
 Used in batteries
 Printing links.

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

6. Barium sulphate precipitated (Epoxy putty grade):

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

to powder coating grade.

Applications:

As a filter in epoxy putties

Color White powder free from order

PH Between 6.5 and 8

Oil Absorption per 100 ml 12gmd to 15gmd

Bulk Density 1.4 to 1.65

Mesh in BSS -0-100 0.3%

100-200 0.7%

200-300 2.5%

Carbonates Nil

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

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

7. Barium Nitrate:

This material is the form of clean White crystal free from foreign matter. The particle
size of the material will be as per the requirement.
39
Applications:
 Used in explosive and pyrotechnic compositions.
Specifications:
Moisture 0.5%

Matter insoluble in water (total) 0.5%

Matter insoluble in water (organic) 0.1%

Hygroscopic 0.5%

Chloride (as NaCI) 0.25%

Chlorates To pass net

Nitrites (KNO2) 0.03%

Sodium compounds 0.5%

Ammonium compounds (as NH3) 0.01%

Calcium compounds (as calcium Nitrate) 0.05%

Barium Nitrate content as Ba (No3)2 99.00%

Chaitanya Chemicals Vision:

Our goal is to become the world's most dependable and well-known
provider of barium salts, which we hope to do by putting quality first and
fostering a collaborative environment. Our goal is to be India's leading supplier
of barium chemicals and your one-stop shop for all things barium. In order to
do this, we are working to broaden our product offering and expect to become
more visible on the global market by promising the best quality, the most
quantity, the best quote, and the finest service.

COMPETITORS:

1) M/S VISHNU CHEMICALS

2) M/S ATHIYAPPA CHEMICALS

40
 MANAGEMENT OF CHAITANYA CHEMICALS
1. Managing partner : S.V. Rama Moorthy

2. Executive Partner : G.V. Chandra Mouli

3. Management Representative : S. Guru Shankar

RESEARCH METHODOLOGY

The solution to overcoming the obstacles brought forth by fierce international

competition is to manufacture high-quality goods at competitive costs. Only

increased productivity and a quality-conscious organizational culture can make

this feasible. The best use of available resources, particularly human resources,

is a surefire strategy to achieve this goal. This is the reason it's critical to

properly onboard new employees.

STATEMENT OF THE PROBLEM

The study's chosen topic is "Human Resources Management." The examination

and interpretation of employee practices utilizing HR as a tool is the project's

central focus. By analyzing and interpreting the Human Resources

Management Process, it is possible to determine the company's

competitiveness, performance, and level of preparation. a critical analysis of

the HRM system's efficacy that offers suggestions for enhancement. The

identification of a mutual understanding and interaction between the

workforce and management is the root of the problem. The Human Resources

Management system gives managers access to comprehensive personnel data,

41
enabling them to make informed decisions that will enhance performance,

accomplish organizational objectives, and ensure the seamless

NEED OF THE STUDY

The subject of the study will be "Human Resources Management." The

project's primary goal is to analyze and interpret employee practices by using

HR as a tool. Finding the company's competitiveness, performance, and

readiness level can be achieved by examining and understanding the HRM

process. a critical evaluation of the effectiveness of the HRM system with

recommendations for improvement. The core of the issue is the identification

of a shared understanding and communication between management and the

workforce. With the help of the Human Resources Management system,

managers may access extensive personnel data and make well-informed

decisions that will improve performance, achieve corporate goals, and

guarantee the smooth

LIMITATION

a) There was a shorter deadline for finishing the job.

b) Authors on the same subject differ greatly from one another.

42
c) All information is gathered via books, the internet, and workers from various

businesses.

d) It is difficult to examine the statement because the companies' offered

information is not particularly clear and specific.

g) These statements are fundamentally historical, and the past is never exact.

f) When analyzing primary data, it is assumed that the respondents' responses

are accurate and truthful.

g) The majority of staff members aren't prepared to divulge the knowledge.

RESEARCH OBJECTIVES

The goal of the current study is to ascertain how Indian corporations handle

their human resources. The following key concerns will be the focus of the

research.

a) To research the importance of managing human resources.

b) To research how Indian corporations are developing their systems.

c) Quantifying the aspects of Human Resources Management. 31

d) Researching executive responsiveness and employee relations for human

resources management in Indian businesses.

SCHEME OF RESEARCH

43
The following methodology was adopted in project ß Comprises of

understanding the theoretical concepts in general. ß Questionnaire study ß

Analysis of the primary data ß Analysis of the secondary data

RESEARCH DESIGN

Research design means a specified framework for controlling the data

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

accurate picture of induction procedure conducted in the organization.

Descriptive research includes surveys and fact-finding inquiries of different

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

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

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

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

1. Primary data

2.Secondary data

1.FIRST DATA

The main data are those that are newly gathered and unique in nature because

they are obtained for the first time. The actual users of the product or services

provide the data on the necessary information. This data is more appropriate for

the project's goals.

2. SECONDARY DATA

44
The information that has previously been gathered by another party, either from

public or private sources, and subjected to statistical analysis.

MODE OF DATA COLLECTION

The research is predicated on secondary data, which will be procured from

Human Resources Management books and journals, data accessible on the

websites of two distinct companies, and further HRM websites.

CHAPTER NO. 5

 FOCUS GROUP

 SAMPLING METHODS

 SAMPLE SIZE

 TOOLS USED

 DATA ANALYSIS AND INTERPRETATION

FOCUS GROUP

The following Human Resources Management is highlighted in this project.

1. The company's hiring and selection procedure is the primary subject of this

project. If the business chooses the correct candidate for the proper position, it

won't have to pay for the hiring process because the chosen candidate should

be able to work for the company for at least five to seven years.

2. The company's working environment and hours are the second major

45
subject of this project report. The workplace is conducive to working for all

employees, regardless of whether they are female or not.

3. Whether or whether the company's health, safety, and welfare facilities

satisfy the workers.

4. How satisfied are the staff with the company's increment and promotion

processes? 5. Does the company's training policy promote employee learning?

And there are a ton of other ideas that were not included in this project

because of time constraints and challenges with data collection.

SAMPLING METHODS

SAMPLE SIZE

Sample Size : 100 Employees of different local companies.

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

TOOLS USED MOTIVATIONAL TOOLS

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

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

take great care to motivate its employees through various methods.

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

could be

 work performance

46
  qualification

 performance evaluation

 skill enhancements

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

as

 leave travelling allowance

 medical

 free transportation

 ESI (Employee State Insurance)

 Furnishing scheme

 House lease

 Hospitalization

WELFARE ACTIVITIES

The organization may adopt welfare policies such as

 Transportation facility

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

refreshments.

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

through subsidized mode.

47
  The organization must also possess first aid facilities for its staff. A well-

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

ambulance should be always provided.

 The organization must also possess a grievance handling committee

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

of four-tier grievance committee.

DATA ANALYSIS AND INTERPRETATION

Data Analysis and interpretation is conducted on 100 employees of Local

Companies.

1.How long you are working in the organization?

48
Finding

48 people have worked for more than ten years, according to the chart. The

number of workers with five to ten years of experience is thirty. This

demonstrates that the majority of workers are content with their jobs. The

company has a relatively low attrition rate. This suggests that workers are

content. When their respondents were questioned, it was discovered that

workers are content overall even if they have been with their company for

longer than ten years.

2.Are you comfortable with the working environment?

49
Finding

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

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

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

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

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

50
Finding

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

of recruitment through internal source and 16% of recruitment through

external source

51
4. Whether the employees are satisfied with the health, safety, welfare

facilities provided by the Company?

Finding

52
76% of respondents are satisfied, while 24% respond negatively. The

respondent was told during a follow-up interview that additional testing for

health policies, such as cancer screenings, was necessary.

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

Finding

53
About 65% of workers are happy with the hiring process at their place of

employment because, in accordance with job openings, managers review

applicants' resumes to determine whether or not they meet the company's

requirements. Following this, candidates go through technical and personal

interviews, and 35% of workers are happy with the hiring process because,

although the candidate may have been qualified, their resume may not have

indicated it, and they may not have been chosen for the position.

CHAPTER NO. 6

54
FINDINGS OF STUDY:

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

A) Positive findings:-

1. The majority of workers believe that their company' hiring practices are

satisfactory. The management is somewhat pleased with the hiring procedure

as well.

2. The majority of workers believe that the HR division is competent.

Approximately 58% of managers state that when it comes to hiring and

selecting, they prefer using both internal and external sources.

3. The majority of staff members express satisfaction with the organization's

training initiatives. Sixty-eight percent of the staff have met their training goals.

4. Supervisors are highly helpful and assist their subordinates in accomplishing

their goals.

5. The management is making every effort to correctly implement the systemic

appraisal system because they recognize its relevance.

6. The performance evaluation training program is well-designed. The trainer is

also extremely good at helping the staff members comprehend the material.

7. The employees value the performance appraisal training program and find it

to be very beneficial.

55
B) Negative findings:-

1. A few workers expressed just mild or moderate satisfaction with the hiring

process.

2. Most employees find it challenging to adapt to the constantly changing laws

and regulations.

3. The majority of applicants fail to show up for the interview when they are

scheduled.

4. Regional behavior and language influence are more pronounced during

training, and the intended results do not materialize even after language

delivery. 48

5. The majority of workers gradually come to realize the significance of

performance reviews.

SUGGESTIONS

No fact could be disregarded in the competitive world in which every firm must

establish itself as the greatest and achieve amazing and noteworthy success.

Every company needs to be aware of its weaknesses and work to strengthen

them. In order for any organization to be considered ethical, it must prioritize

the welfare of its workforce. Every business needs to have a fundamental

structure, be able to recognize and reward innovative work, and be able to

reward its top workers. Here are some recommendations from HR chiefs of

different firms based on a survey they participated in:

56
INDUCTION PRACTICES

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

well known of the industry they are working in.

The best ways to perform induction may be through

 Lectures

 Power point presentations prepared explaining company’s policies.

 Through SOPs (Standard operating procedures)

 Manuals

 But the most adopted one is through personal induction.

The induction program must follow a proper feedback from employees been

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

 Induction scheduling

 Opinions from supervisors o

 Feedback forms.

RECOMMENDATIONS

 The organization needs to use the feedback approach for all programs in

order to better understand the efficacy of any given activity.

 A comprehensive perspective on induction ought to present both the

company's advantages and disadvantages. In the end, this informed the

worker about both stages of the organization's accepted policies.

 It is necessary to maintain the practice of giving employees access to a

quick presentation about the company and a booklet including the rules

57
 and regulations whenever needed. When training, the individual should

pay closer attention.

 When an organization funds an employee's training, it does so with the

intention of benefiting both the person and the organization.

 Consequently, the worker ought to be more focused on obtaining as many

advantages as possible. Workers are expected to comprehend their job in

a certain training program.

 The training manuals, training charts, and trainee submissions must be

kept on file by the company. This procedure not only preserves a record

of the programs that are run, but it also informs the employee of the

knowledge that he has acquired and can use in the future.

 It is important to conduct pre- and post-evaluations to determine the

effectiveness of the training, so that it can be used later on to fill up any

gaps.

 Continuous training module should be conducted, personality

development training should

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

year. ß

 Incentives could be paid.

 Salary saving schemes could be provided

SUGGESTIONS

58
 Employee’s family’s involvement in motivating employee is the key

element.

 It creates a special pressure point.

 Drawing competitions of children could be organized.

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

dos and doesn’t.

 Special scholarships could be announced for the children of employees

securing good marks.

 Management by objective should be adopted.

 The practice should be objective to avoid biasness.

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

CHAPTER NO. 7
59
 CONCLUSION

Finally, I would like to state that even though recruiting and selection find

suitable candidates, the process continues with the new hire's orientation

program, allowing us to further fine-tune the fit between the candidate's

attributes and what the company is looking for. Then, behavioral training might

be offered to help the staff become more proficient. It contributes positively to

any company, but it requires substantial funding, as well as time, care, and

direction. It's similar to simply accepting the beginning advantages without

contributing anything more, and then quitting your work when the time comes

to go back. Thus, it's not always successful. The organization must make

consistent efforts to increase employee motivation.

The company may use a variety of strategies to inspire its staff. One way to do

this would be to offer leisure activities like picnics, tours, family outings,

sporting events, yearly days, gatherings, and parties.

Employees must be treated as members of the organization's family, and

profit-sharing programs like ESOPs, bonuses, and shares must be offered. The

company might offer ancillary advantages. The organization's welfare

initiatives may involve offering a range of amenities, such as uniforms for the

staff, which the HR department is in charge of providing and maintaining. Last

but not least, incentives—which can be both monetary and non-monetary—

are the primary source of motivation.

60
Finally, I would want to enthusiastically state that working with so many

seasoned professionals in senior roles was a terrific experience. Spending time

and interacting with those who offer a wealth of knowledge. The folks were

really helpful, encouraging, and cooperative. It is an event to remember for a

very long time. Learning and applying so much about HR procedures was

fantastic. I sincerely appreciate all of the senior members who have taken the

time to discuss the working methods and strategies

CHAPTER NO. 8

SUMMARY OF THE PROJECT REPORT (SYNOPSIS)

S.NO. PARTICULAR

1. TITLE OF THE PROJECT

2. STATEMENT OF THE PROBLEM

3. OBJECTIVES OF THE STUDY TITLE:

HUMAN RESOURCES MANAGEMENT

The practice of uniting individuals and organizations to achieve mutual

goals is known as human resource management. The protective and screening

role of the HR manager is giving way to a more planning and change-agent

one. The new corporate heroes are personnel directors. Personnel is the key to

success in today's corporate world. These days, unless your staff relations are

in order, it is impossible to present a strong financial or operating report. Over

61
time, there has been a decline in low-skilled employment and an increase in

highly skilled and knowledge-based jobs. This necessitates future skill mapping

via appropriate HRM programs. Because of their worldwide alignment, Indian

firms are also seeing changes in their management cultures, processes, and

philosophies. The development of multiple skills is necessary. The importance

of HRM is only increasing.

STATEMENT OF THE PROBLEM

The study's chosen topic is "Human Resources Management." The examination

and interpretation of employee practices utilizing HR as a tool is the project's

central focus. By analyzing and interpreting the Human Resources

Management Process, it is possible to determine the company's

competitiveness, performance, and level of preparation. a critical analysis of

the HRM system's efficacy that offers suggestions for enhancement. 54 The

identification of a mutual understanding and interaction between the

workforce and management is the root of the problem. The Human Resources

Management System gives managers access to comprehensive personnel data,

enabling them to make informed decisions that will enhance performance,

accomplish organizational objectives, and support the smooth relationship

between them.

OBJECTIVE OF THE STUDY

62
To find the relation and effect of Human Resources Management with

organization effectiveness.

1. To comprehend the hiring practices used by Indian businesses.

2. To comprehend the HR policies and practices that Indian businesses have

implemented.

3. To determine the training and development initiatives Indian businesses

have implemented.

4. To determine the pay raise policies that Indian corporations have

implemented.

5. To determine how well a worker is performing right now in order to

evaluate them for career progress.

6. To determine which government-launched employee welfare program.

7. To determine the Indian companies' working hours.

8. To offer improved welfare, health, and safety facilities for employees in

accordance with their normal policies.

9. Understanding the quality circle will help you solve the issue.

ANNEXURE

The purpose of this survey is to research "HUMAN RESOURCES

MANAGEMENT." We kindly ask that you allocate a few minutes to complete

the questionnaire and furnish us with significant data. Your whole submission

63
of information will be kept private. We would be happy to provide you with

the survey summary.

Instructions

You may mark more than one option if relevant.

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

1) Name of the company_______________________________________

2) Complete address__________________________________________

3) Name of HR head__________________________________________

4) E-mail address_____________________________________________

5) Telephone no.______________________________________________

6) Work force of the company____________________________________

7) Turnover rate_______________________________________________

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

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

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

INDUCTION PROGRAM

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

2) What are ways of induction o

 Diaries o

 Manuals o

 Brochures o

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  Company cd’s o

Any other, please specify________________________________

3) Who participates in delivering the function?

 HR department

 Related department

 All departments

 Any, other please specify______________________________

4) Does induction is

 Same for all

 Different for different levels

5) Induction related to which areas are provided____________________

6) What is the duration of induction program `____________________

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

being conducted o Feedback method

0pinion from supervisor

Employee satisfaction surveys

Performance evaluation

Any other, please specify__________________

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8) Do the organization follow any induction scheduling______________?

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

_________________________________________________________

BEHAVIORAL TRAINING

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

 Through questionnaires

 Performance monitoring

 Reference from supervisor

 Absence in pride

 Defective quality productive

 Unsatisfactory promotions

 Anyothers,pleasespecify_______________________________

________________________________________________________

2) What type of training is conducted?

 On the job training o Class room sessions

 Online training

 Apprentice Training

 Outdoor training

 Any other please specify _____________________________

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3) Who gives the training?

 Internal trainer

 External trainer

 Any other, please specify______________________________

4) what is the percentage of employee involved in training_________

5) what is the annual budget for training______________________

6) what is the module duration of training_________________________

7) How do you take feedback of training program__________________

____________________________________________________

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

measurement of training effectiveness_____________________________

9) Any best practice in training you would like to

share____________________________________________________

MOTIVATIONAL TOOLS

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

mark more than one option in case applicable) ?

 Picnics

 Tours
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 Family outings

 None

 Any other, please specify _____________________

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

 ESOP’S

 Bonus

 Shares

 None

 If any other, please specify___________________________

3) Does the company take up initiative for improving interpersonal

relationship ?

 Parties

 Functions

 Get together

 Community meeting

 Any other, please

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

4) does the company provide any retirement benefits ?

 Gratuity

 VRS( voluntary retirement scheme)

 PF (Provident fund)

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  Pension

 Old age security

 Any other, please specify_______________

5) What are the promotional bases adopted by the organization

_________________________________________________________

6) What are the fringe benefits provided by an organization____________

_________________________________________________________

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

us________________________________

WELFARE ACTIVITIES

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

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

____________________________________________________

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

4.If yes,

 Who is responsible for providing these uniforms

 Who take care of their maintenance

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

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 If yes,

6) What facilities are provided?

 Lunch

 Breakfast

 Dinner

 Snacks

7)Payment Mode

 Free

 Subsidized

 Paid

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

one option if applicable)

On duty doctors

Any collaboration with hospitals o Ambulance for emergency

First aid kit o None o Any other please

specify_________________________________

9) Does the company adopt any on job safety measures

 Fire safety

 Electric/ shock safety

 Radiation safety (if any)

 Any harm while handling the machinery

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  None

 If any other please specify______________________________

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

staff__________________________________________________

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

_____________________________________________________________

12) Any other welfare related initiative you would like to

share______________

________________________________________________________________

__

BIBLIOGRAPHY

Books

 PERSONNEL / HUMAN RESOURCE MANAGEMENT

DECENZO & ROBBINS

 HUMAN RESOURCE MANAGEMENT

GARY DESSLER v PERSONNEL

 HUMAN RESOURCE MANAGEMENT

ROBERT L MATHIS

JOHN H. JACKSON
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  HUMAN RESOURCE MANAGEMENT

DEEPAK BHATTACHARYA

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

www.cityhr.com

THANKYOU VERY MUCH FOR YOUR SUPPORT!!

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