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CHAPTER 1
INTRODUCTION

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INTRODUCTION

Human resources policies and procedures that prioritise diversity and inclusion in the workplace are
essential for establishing a culture where every employee's ideas and opinions are heard, understood,
and accepted. These rules have a dual purpose: they encourage equity and justice in the workplace
and boost productivity by capitalising on employees' unique perspectives and experiences. Human
resources policies and practices that promote workplace diversity and inclusion are listed below.
Human Resources (HR) policies and practices that are conducive to organisational performance and
employee happiness have emerged as critical factors in today's dynamic business landscape. In order
to meet the challenges posed by a more varied and dynamic workforce, it is crucial for firms to adopt
HR strategies that go beyond just handling administrative tasks. These practices should provide
comprehensive support for workers' well-being, engagement, and professional growth. Organisations
can't build a strong company culture, keep good employees, and stay ahead of the competition
without supportive HR policies. A wide variety of topics are covered by HR policies that are
supportive, including hiring and onboarding, training, performance evaluation, health and wellness,
and work-life balance. Human resources (HR) in the current period has moved its emphasis from
administrative and operational duties to employee-centric policies that seek to build a more inclusive,
egalitarian, and empowered workplace. Recognising that a healthy and happy workforce is essential
for long-term development and productivity, these policies are designed to balance the demands of
the organisation with those of its workers. In today's business world, companies are realising the
need of investing in their employees. HR policies that are supportive of employees are seen as a
strategic asset that may help them innovate, be resilient, and adapt to new situations.

There are a number of interconnected components that make up a solid HR framework. For example,
there has been a shift in recruitment strategies towards more equitable and inclusive practices that
value and respect candidates' unique skills and experiences. These days, when you bring on new
employees, you want to make sure they can jump straight in and make an impact via a mix of smooth
integration and strong support systems. Incorporating career development programs and
opportunities for ongoing training into supportive human resource policies that encourage lifelong
learning and employee progress is a must. Performance management is another significant area; it
once focused only on grading but now emphasises coaching, providing feedback, and acknowledging
achievements. Consistent feedback, individualised coaching, and the promotion of goal-setting are all
great ways to help employees feel more invested in the company's success.Employee wellness
programs include stress management workshops, mental health services, and flexible work schedules
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to enhance the physical, mental, and emotional health of workers. By improving workers' health,
these programs may reduce burnout and boost productivity. Flexible scheduling, paid time off, and
remote work are all examples of work-life balance policies that enable employees better manage their
professional and personal lives. Employee morale and retention are both positively impacted by this.
With everything that's happening in the modern workplace feel supported by their company.
Implementing HR rules that are adaptable to various life stages and individual circumstances is one
method to achieve this.
Supportive HR policies are always crucial, but they take on further significance in today's talent-
driven job market.

Companies that demonstrate genuine interest in their employees' personal and professional
development enjoy higher levels of employee engagement, loyalty, and output. Organisational
investment in HR policy usually leads to a positive work environment that encourages employees to
take initiative, work together, and think creatively when faced with challenges. This, in turn, makes
employees feel loyal and devoted to the firm.In order to enhance the employee experience,
organisations use a range of HR policies and practices, which are examined in this study. By
analysing pertinent case studies and current best practices, the research aims to shed light on how
companies may make the most of policies that increase engagement, job satisfaction, and production.
Furthermore, it seeks to highlight the challenges and potential obstacles that may develop while
executing inclusive HR policies, such as scarcity of resources, resistance to change, and the
continuous need to adapt to evolving society and new labour demands.
Organisations may find a middle ground between employee aspirations and company goals,
according to the study's authors, by instituting rules that take into account workers' private and
professional lives. Strategic human resource management demonstrates its value by implementing
HR policies that foster an atmosphere where employees are valued, motivated, and given the
autonomy to excel. Organisations may benefit their employees and themselves in the long run by
implementing strategic human resource practices that foster a healthy work environment.

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INDUSTRY PROFILE

HR POLICIES

Human Resources (HR) policies are formal guidelines and procedures designed to standardize the
management of an organization's workforce. These policies ensure consistency, compliance, and
fairness, providing a clear framework that governs everything from hiring and performance
evaluation to benefits, discipline, and employee behavior. HR policies are vital for establishing
expectations, protecting employee rights, supporting organizational culture, and maintaining a
healthy, productive work environment.

1. Recruitment and Hiring Policies

To ensure a fair, transparent, and effective hiring process, organizations establish recruitment policies
that align with principles of equity and inclusivity. These policies often include Equal Employment
Opportunity (EEO) measures to prevent discrimination based on factors such as race, gender, age,
and other protected characteristics. Structured interview processes are implemented to evaluate all
candidates equally, fostering an unbiased approach to hiring. Additionally, recruitment policies
typically require background checks and reference verification to confirm candidate qualifications
and ensure they align with company standards. Clear job descriptions are also provided to manage
candidate expectations regarding roles and responsibilities. Overall, these recruitment policies are
essential in attracting and hiring qualified candidates while reducing bias and fostering diversity
within the organization.

2. Onboarding and Orientation Policies

The main objectives of onboarding policies are to help new workers get assimilated into the business
culture and to provide them the resources they need to excel in their roles. Among these rules and
regulations are in-depth orientation programs are effectively from the start. By teaching employees
the exact skills and information they need to accomplish their jobs properly, role-specific training
improves their competence and self-confidence. A lot of firms also have buddy or mentorship
programs that new employees may join to help them adjust. In addition to strengthening
organisational culture and providing a wonderful experience for workers, well-designed onboarding
guidelines reduce turnover, increase job satisfaction, and boost productivity.

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3. Attendance and Leave Policies

According to the rules that control these sectors, employees should know what their rights and
responsibilities are regarding work hours, attendance standards, and various types of leave.
Commonly included in such regulations are regular work hours, expectations for punctuality, and
procedures for handling cases of tardiness and absence. They specify the types of leave that are
offered, including paid time off (PTO), sick leave, vacation, maternity/paternity leave, and the
possibility of unpaid leave, and they make sure that employees have a choice of leave options to
satisfy their personal and family needs. A better work-life balance for workers is the goal of these
rules, which may include remote work and other types of flexible scheduling. Generally speaking,
rules around time off and attendance help in managing the availability of the workforce and promote
a healthy work-life balance for employees.

4. Policy on Ethics and Code of Conduct

Workers are required to adhere to certain behaviours, ethical standards, and organisational principles
as outlined in the Code of Conduct and Ethics Policy. In order to establish a productive workplace,
this policy details extensive standards for proper conduct, dress, and communication as well as for
the reciprocal treatment of coworkers. To make sure that all workers feel comfortable and included, it
also has anti-discrimination, anti-harassment, and anti-bullying rules. Protecting sensitive
information and preserving the integrity of the organisation are of the utmost importance, and the
policy offers instructions on how to manage conflicts of interest, keep information private, and
guarantee data security. In sum, these rules are critical for maintaining a safe workplace, avoiding
unethical behaviour, and encouraging honesty and respect among employees.

5. Policies on Compensation and Benefits

In order to attract and retain top talent, the Compensation and Benefits Policy is in place to set and
uphold pay and benefit standards that are competitive in the market. By factoring in employees'
duties, skills, and performance, this policy aims to encourage equity and motivation via salary,
bonus, and incentive programs. Additionally, the policy lays out clear procedures for merit-based
incentives, raises, and promotions, ensuring that staff are appropriately and openly acknowledged for
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their accomplishments. Finally, these wage and benefit rules are critical for ensuring that employees
get a fair compensation, which boosts their happiness on the job and their loyalty to the business.

HR POLICIES AND PRACTICES AT WORKPLACE DIVERSITY AND INCLUSION

Human Resources (HR) policies and practices are foundational elements in organizations across
industries, serving as critical mechanisms for managing the workforce, promoting organizational
culture, and aligning employee objectives with corporate goals. With the advent of globalization,
technological advancements, and an increasingly diverse workforce, HR practices have transformed
significantly. Today’s HR policies are designed not only to manage administrative functions but also
to foster a supportive, inclusive, and productive workplace environment. They address a broad range
of functions, including recruitment, onboarding, employee engagement, development, performance
management, and well-being, positioning HR as a strategic partner in achieving business success.

EVOLUTION OF HR PRACTICES ACROSS INDUSTRIES

Historically, HR’s primary role was administrative, focusing on payroll, hiring, and compliance.
However, in recent decades, a paradigm shift has placed a greater emphasis on employee-centric
policies aimed at fostering engagement, satisfaction, and development. The rise of human capital as a
primary asset has led organizations to view HR as integral to their competitive advantage. This
evolution has seen HR departments adopt technology to streamline processes, implement analytics to
understand workforce trends, and develop programs that support diversity, equity, and inclusion
(DEI). The technology sector, for instance, has been at the forefront of HR innovation, embracing
remote work policies, flexible working hours, and performance-based incentives. Similarly, the retail
and service industries have focused on workforce flexibility and training programs to manage high
employee turnover rates. The healthcare industry, dealing with burnout and mental health challenges,
has invested heavily in employee well-being initiatives. Across all industries, HR practices continue
to evolve to meet the demands of a changing workforce, with policies reflecting the specific needs
and challenges of each sector.

CORE AREAS OF HR POLICIES AND PRACTICES

1. Recruitment and Onboarding

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Human resource policies that work guarantee diversified talent acquisition via equitable and
inclusive hiring processes, which in turn produces a talented and adaptable staff. New hires are being
orientated to the company's culture and values as part of organised onboarding programs, which are
becoming commonplace in many sectors. By facilitating a seamless integration of new recruits, this
technique improves retention rates and decreases turnover expenses.

2. Employee Engagement and Development

In response to the competitive job market, organizations are increasingly investing in policies that
focus on engagement and development. This includes ongoing training programs, leadership
development, and career pathing to ensure employees see opportunities for growth. Development
initiatives, such as mentorship programs and workshops, keep employees motivated and improve
their skill sets, which is crucial for roles requiring specialized knowledge, like those in technology
and finance.

3. Performance Management

The shift from traditional performance reviews to continuous performance management has become
widespread across industries. Modern performance management systems focus on goal alignment,
feedback, and personal development rather than annual evaluations. By prioritizing individual
progress and recognizing achievements, organizations help employees remain aligned with their roles
and foster a growth mindset.

4. Employee Wellness and Work-Life Balance

Human resources departments in all kinds of businesses are putting money into health programs
because they know it boosts productivity. Programs that promote physical health (like gym
memberships) and mental health (like counselling services) as well as work-life balance (like flexible
scheduling and remote work) are all part of this category. The healthcare, financial, and industrial
sectors are particularly vulnerable to burnout because of the high levels of stress present in their work
settings.

5. Diversity, Equity, and Inclusion (DEI)

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The DEI focus in HR has become a defining characteristic of modern workplaces. Companies are
actively creating policies to ensure diverse representation at all organizational levels, equitable
opportunities for advancement, and inclusive cultures. Many organizations implement training
programs to reduce unconscious biases and create a culture where every individual feels valued. This
shift is particularly significant in industries that historically lacked diversity in leadership, such as
technology, finance, and construction.

6. Technology Integration

HR technology adoption has been a game-changer, particularly in industries with large and dispersed
workforces. Platforms for HR analytics, applicant tracking, and performance management provide
valuable insights into employee behaviors and preferences, enabling organizations to make data-
driven decisions. Additionally, HR technology enables self-service portals, allowing employees
greater autonomy in managing their benefits, training modules, and feedback.

INDUSTRY-SPECIFIC CHALLENGES IN HR POLICIES

Healthcare: High levels of stress and burnout make employee wellness programs critical. HR in
healthcare focuses on flexible schedules, mental health support, and continuous learning to help staff
cope with the demands of the job.

Retail: High employee turnover and the need for seasonal hiring lead to challenges in recruitment,
training, and retention. Retail HR policies emphasize flexible work schedules, performance-based
incentives, and training for customer service roles.

Manufacturing: Safety and compliance are priorities. HR policies in manufacturing stress rigorous
safety training, compliance with regulations, and clear channels for reporting concerns to ensure safe
work environments.

Technology: Rapid changes in skill requirements demand constant upskilling and development. HR
policies here focus on technical training, flexible work environments, and retention strategies in a
highly competitive talent market.

TRENDS SHAPING THE FUTURE OF HR POLICIES

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1. Hybrid and Remote Work Policies: With remote and hybrid work models becoming more
permanent, HR policies across industries are adapting to include remote work guidelines,
virtual onboarding, and remote engagement strategies.

2. Increased Focus on Mental Health: Mental health initiatives are becoming central to HR
policies as awareness grows regarding the impact of mental wellness on overall productivity.
This trend includes providing mental health days, access to therapy, and stress management
resources.

3. DEI Initiatives as Core Strategy: DEI has evolved from a compliance requirement to a
strategic initiative. Organizations are increasingly embedding DEI goals into every aspect of
HR, from recruitment to leadership training, to foster a truly inclusive culture.

4. People Analytics: Leveraging analytics to understand employee engagement, turnover trends,

and skill gaps is a growing trend. HR analytics allows companies to make data-driven
decisions to enhance productivity and support employee needs.

5. Sustainable and Ethical Policies: Organizations are increasingly incorporating sustainability

into HR policies, especially concerning workforce treatment, supply chain ethics, and
environmentally-friendly practices. Sustainable HR practices are essential to brand reputation,
especially for younger generations

HR POLICIES WORKPLACE DIVERSITY AND INCLUSION

In order to foster a welcoming and equal workplace, it is crucial to implement HR policies that
encourage diversity and inclusion. The Diversity Recruitment Policy is an important policy that seeks
to recruit a diverse pool of applicants via doing outreach to under-represented groups, writing job
descriptions that are inclusive, and providing training to hiring managers on how to recognise and
avoid unconscious prejudice. Aligned with this is the Equal Employment Opportunity (EEO) Policy,
which guarantees that no discrimination is ever considered when hiring new employees. This policy
is backed by consistent training on EEO legislation and transparent channels for employees to report
instances of prejudice. Employee Resource Groups (ERGs), flexible scheduling, and frequent
reviews of company culture based on employee input are all parts of the Inclusive Workplace
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Policy's plan to make the office a welcoming place for all workers. The Anti-Harassment Policy lays
out specific guidelines to prevent harassment, defines the term with precision, sets up reporting
processes to protect sensitive information, and gives education on how to have polite conversations.
Employees must be required to participate in diversity training and awareness programs that teach
them cultural competence and the value of diversity and inclusion. By instituting mentoring
programs, clear promotion and salary increase criteria, and frequent evaluations to eradicate
prejudice, the Career Development and Advancement Policy guarantees equitable opportunity for all
workers. Finally, a diversity committee, open forums, and frequent surveys are put in place to gather
employee opinion on diversity programs via efficient reporting and feedback mechanisms. The
organization's dedication to diversity is shown in these HR policies, which work together to foster an
engaged workforce that boosts innovation, creativity, and overall performance.

INDUCTION POLICY

Objective:
To facilitate smooth assimilation of new employees into the institution and help them understand the
institution as a whole, develop a sense of belonging, getting to know one’s extended colleagues,
make them familiar with all aspects of their job, their responsibilities, setting clear their expectations,
familiarizing them to the available resources and applicable policies, procedures, and traditions of the
institution.

Applicability:
All new employees of the institution

Policy:
The PRINCIPAL shall ensure that every employee, irrespective of grade, goes through an
Orientation Program, which will be mandatory for the employee to attend.

The duration and scope of Orientation program may vary with the grade of the employee and the
depth of information that needs to be shared during induction.

The Orientation program shall include the following:

 Introduction to the Institution

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 Institution Vision, Mission, Values and Quality Policy

 Introduction to PRINCIPAL Policies
 Introduction to key officials
 Welfare measures
 Work culture

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MEDICLAIM AND PERSONAL

ACCIDENT INSURANCE

Objective:

To provide employee welfare through basic assurance of healthcare to employees and help them to
meet unforeseen personal expenses arising from medical emergency.

Eligibility & Applicability:

All regular employees of the institution, including probationers will be covered.

Mediclaim Insurance coverage is applicable for the P.E staff, non teaching / technical employees.

Policy & Procedure:

Mediclaim Insurance

A minimum hospitalization of 24 hours is a pre-condition for any claim, for ailments as covered
under the Mediclaim Policy.

Annual entitlement of Medical Insurance is Rs.2, 00,000/- (Rupees Two Lakhs only). This can be
used only by the individual employee.

All claims are governed by the terms & conditions agreed between the Insurance company and the
employee under the Mediclaim Insurance Policy.

In all disputes arising in respect of medical insurance, the decision of the management shall be final.

Personal Accident Insurance:

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Applicability: To all the Drivers, Purchase Officers and Outdoor assistants.

Annual entitlement of Personal Accident Insurance is Rs.10, 00,000/- (Rupees Ten Lakhs only) and
also eligible for Mediclaim of Rs. 2,00,000/- This can be used only by the individual employee.

All claims are administered / settled as per the terms & conditions between the Insurer and the
institution under the Personal Accident InsurancePolicy.

ESIBENEFIT

All Employees who are drawing a gross salary of INR 21000 and below, covered under ESI Act are
entitled for the benefits as mentioned below, administered by ESI Corporation:

1. Medical Benefit
2. Sickness Benefit
3. Extended Sickness Benefit
4. Temporary and Permanent Disablement Benefit
5. Dependents Benefit
6. Maternity benefit
7. Rajiv Gandhi Shramik Kalyana Yojana
8. Funeral Expenses
9. Confinement expenses
10. Medical care to retired insured persons

TUITION FEE CONCESSION AT NEW HORIZON

Objective:
To provide employee welfare through tuition fee concession to the dependent children of employees
who opt for admission into the Institution.

Eligibility & Applicability:

All regular employees who have completed two years of service in New Horizon are eligible for fee
concession for a maximum of one child.
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Policy & Procedure:

The child will be entitled for 50% concession in the tuition fees for all the years.

Those seeking this concession shall apply in the prescribed format with requisite details and
supporting documents to Accounts Department.

Accounts Department will check all the relevant documents for processing and approval and will
arrange for the disbursement of the amount. The reimbursement shall be made annually.

In the event of separation of an employee from the institution, the fee concession will be stopped
with immediate effect. However, the Financial Assistance already extended shall be waived,
provided the separation is not on disciplinary grounds.

STAFF REFERRAL INCENTIVE POLICY

Objective:

To provide incentive to existing staff members to refer and bring in external candidates to New
Horizon

Eligibility:

All staff members on rolls

Policy and Procedure:

Staff referring (Referee) a candidate for appointment to New Horizon shall ask the referred candidate
to attach the Staff Referral Form to his or her application form when applying to the Institution. The
referral incentive shall be paid to the Referee, after the referred candidate completes at least three
months of service with New Horizon.

The referral incentive shall be :

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Rs.5000/- per candidate to the Referee who refers any candidate for the post of teaching staff.

Rs.2000/- per candidate to the Referee who refers any candidate for the post of non teaching staff.

LOCAL CONVEYANCE
REIMBURSEMENT

Objective:

To govern the reimbursement of local conveyance expenses.

Eligibility & Applicability:

All employees on regular rolls of New Horizon.

Policy & Procedure:

DA is paid as follows in a day of 24 hours:

 Up to 6 hours – Nil
 6 to 12 hours – 50%
 More than 12 hours – 100%

Journey from Institution and return to Institution is part of the DA entitled period.

TA & DA is for deputation to higher studies/training/ seminar/conference/ workshop/tour for student

counselling/ official work with other controlling authorities. The period spent on the above purpose
will be treated as on duty & eligible for TA & DA as mentioned above. TA & DA is only admissible,
if the organizing authority is not ready to pay.

Wherever possible, staff members are to share transport and also to use transport if provided by
outside agencies. In case of sharing, only one of the staff will claim the conveyance charges.

DA is not permissible for the days the staff member is on leave while on tour.
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The claim with the supporting vouchers and letters should be submitted within one week on return to
headquarters.
POLICY ON PERSONAL USE OF OFFICIAL VEHICLE

Preamble:

Certain key employees are permitted free use of official vehicle by the management for personal
use. While use of official vehicles for personal use is not encouraged in general, occasionally such
requests keep coming. This policy lays down the conditions for such use.

Objective:
To provide for the use of office vehicles, subject to availability, for personal use by certain Key
employees from time to time

Eligibility and coverage:

The Key Employees for the purpose of this policy shall be Principal. Eligible employees may be
permitted at the rate of Rs. 12/- per km.

Such use is not a matter of right and the eligible employees are advised to use the facility sparingly.
The approval authority shall be Chairman.

The relevant charges will be paid by the eligible employee directly to Accounts Department.
The charges will be settled within 7 working days. When seeking payroll deduction, the deduction
must be effected in the same month or, (in case the travel happened in the last five days of a month)
in the immediately following month.

The rate specified is subject to revision from time to time.

While the main log book will reflect all movements of a vehicle, a separate log book recording all
personal use by eligible employees will also be maintained in each vehicle.

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Employee shall email a soft copy of the Vehicle Requisition Form to Chairman’s office with all the
required details. After the vehicle is used, Transport department will fill in the meter reading at the
time of start and end of the journey, and then forward the requisition to the Accounts Departments.

LEAVE POLICY

Objective:

To communicate the leave entitlements and provide guidelines for availing these leave.

Eligibility & Applicability:

All employees on regular rolls of the Institution.

Policy & Procedure:

Categories of leave available to the employees are: Casual Leave, Maternity Leave, Compensatory
Off, Vacation, and Leave without Pay.

For the purpose of leave, “Year” shall mean the Academic Year commencing 1st June and
ending 31st May.

All leaves shall accrue effective 1st June of every Year on real time basis.

Employees shall apply for leave on prescribed formats or on-line or by uploading the information in
the online platform on the institution.

Holidays and weekly-offs between the leaves will be treated as a part of leave only. Entitlement &
Procedure for availing Leaves:

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CASUAL LEAVE (CL):

All Employees are eligible for 10 days of CL in a calendar year, which shall be credited to them upon
joining, on pro-rata basis, until the completion of one year of service. Employees may avail CL for
half-day also. Pre primary & primary teachers are not entitled for first half casual leave.
CL may be prefixed or suffixed to intervening holidays or weekends but not on both the sides.

Un-availed CL will automatically lapse at the end of the Academic year. Teachers are entitled for
encashment for casual leave that is not availed.

Part - time employees are not entitled for any kinds of leave.

The permanent employee can avail Casual leaves up to 3 days at a time.

The Principal/ Coordinator can sanction up to 3 days of casual leave to staff members. The casual
leaves beyond 3 days shall be the approved by the Chairman in case of extreme emergency.

C.L. shall not be availed without prior sanction of the sanctioning authority. The sanctioning
authority may refuse to grant C.L., if he /she feel that the work cannot be managed due to functional
reasons. In exceptional cases such as, an emergency caused due to sudden illness or death in the
family, information shall be sent to the respective leave sanctioning authority in time enabling them
to arrange a substitute.

Casual leave availed on Saturday will be considered as one full casual leave.

If the casual leave is both prefixed and suffixed to general holidays, then, one side of the holiday is
included as a casual leave. If a casual leave is not available, then the leave will be considered as leave
without pay.

Leave without pay shall be granted in continuation of casual leave on special Occasions /
Emergencies.

Staying away from duty without prior permission in the normal circumstances will be construed as
absence without leave, resulting in loss of pay. Each day of unauthorised shall be liable to two days
of pay deduction.
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No leave of any kind can be availed without prior sanctions. Absence without prior permission will
be treated as Loss of Pay (L.O.P). Such absence may subsequently be regularized as C.L. if the
competent authorities are satisfied with the given circumstances. Repeated absence without prior
permission will be viewed as an act of indiscipline and suitable action will be initiated. If the leave
application is not submitted properly and in time, the leave will be rejected and for one day of
unauthorized leave, two days salary will be deducted and necessary entries shall be made to record
the same.

In the event that one does not have C.L. to his/her credit, the absence with prior permission will be
treated as leave without pay. If they do not inform on that day, a salary of 2 days will be
deducted.

Staff members frequently applying for leave due to sickness will have to produce medical and
physical fitness certificates from a registered medical practitioner.
10 minutes grace time is allowed for reporting to duty. If the employee reports beyond the grace
time, is considered as ½ CL or ½ LOP.

MATERNITY LEAVE (ML):

The Institution permits ML for teaching staff, to be availed at the convenience of the mother-to-be.
The leave period includes weekends and holidays. All permanent female employees who have put in
not less than two years of service in New Horizon are eligible for Maternity leave. Maternity leave
shall be limited to an employee’s first two confinements. The employee shall inform the Principal at
least 8 weeks prior to proceeding on leave with appropriate Medical Certificate. ML will be in
addition to other leave facilities of the Institute and shall not be prefixed or suffixed with any other
kind of leave. Teaching women employee may report back at the commencement of the next
academic year with full pay of two months’ only.

Non teaching and technical female employees may avail Maternity leave up to 90 days, both pre-
natal and post –natal with full pay for two months’ only.

However if the female staff availing maternity leave in the beginning of the calendar month, they
must report in the beginning of the next academic session.

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Maternity leave shall be granted on the condition that such employee shall serve or shall have served
any of the institutions belonging to the New Horizon Educational Institution for a period not less than
two continuous years, failing which her leave shall be considered as “leave with loss of pay”.

Maternity Leave benefits will be given on returning to work. Woman employee returned back after
maternity period, if resigns within one academic year, shall pay the benefits received during
maternity period and will be liable as per the Exit policy.

If any teaching / non teaching / technical women employee while on maternity leave wishes to resign
from the post are required to pay the notice period (as per the institution’s exit policy) pay to the
institution.

COMPENSATORY OFF (CO):

CO applies to teaching, non teaching and technical employees. If an employee is called upon to
work during the weekend or a public holiday for more than half a day, equivalent compensatory off
may be permitted by the Principal in units of half a day or full day.

Compensatory off shall be availed during vacation. Else it shall lapse.

LEAVE WITHOUT PAY (LWP):

If an employee has exhausted all types of leave, exceptionally, she/he may be allowed to take leave
without pay up to a maximum of 05 days in a year.

In case, if the employees crosses 5 days of LOP, then the leave shall be approved by Chairman
subject to proper supporting documents.
ON OFFICIAL DUTY (OOD):
The Head of the Institution deputes / permits the staff member to attend the work outside the
institution, it will be considered as On Official Duty.

The employee is entitled for OOD, if he / she is deputed for any kind of workshop / seminar /
conference by the Head of the Institution. Attendance Certificate from the concerned institute /
association is compulsory for considering OOD.
Casual leave to the credit of the employees can be clubbed with the OOD.
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ON EXAMINATION DUTY (OED):

The staffs are entitled for 14 days of OED in a calendar year.

Casual leave to the credit of the employees can be clubbed with the OED.

The concerned Board, with whom New Horizon Educational Institution is having collaboration, may
ask staff members for their examination work. Staff members may take up the same work up to
14 days in a year and it will be considered as On Examination Duty Leave. Attendance
Certificate from the Board is compulsory for considering OED.

EARNED LEAVE (EL):

Principal is entitled for 21 days of Earned leave in a calendar year after completion of one year
of continuous service in NHPS.

Earned leave must be utilized in that calendar year only. It will be decided by the Chairman from
time to time.

In respect to those who joined during the middle of the calendar year, earned leave shall be credited
at the proportionate rate for each completed month of service.

VACATION LEAVE
Preamble:

As per the Calendar of Events for the academic year the last working day and the first day of every
academic year attendance is compulsory. Based on this and keeping in tune with the Leave Policy,
the following Vacation Policy will be implemented.

Vacation Policy:

1.The following vacation can be availed:

 The vacation slots for teaching staff will be decided by the Management time

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 to time.
 Permanent non-teaching and technical staff can avail 01 vacation slot.
 15 days at a stretch or 13 working days (split vacation) of summer vacation.
 Probationary Non Teaching and Technical Staff are eligible for 03 days of
 Vacation.
2.Vacation slots will be assigned as Sunday-Sunday slots. Vacations cannot be taken in any
other ways except the Sunday-Sunday slots. No exceptions! Comp. offs may be clubbed with
the Vacation Leave with prior approval.

3.If a general holiday is in a given slot, the general holiday will be considered as vacation day. In
other words, no additional vacation day will be given for the general holiday.

4.If a staff takes vacation from Sunday to any other day (e.g: Thursday) he/she loses the
remaining vacation days of that slot (e.g: Friday & Saturday)

5.Staff members are to compulsorily do the assigned Invigilation / Valuation duties even if it
comes in between / during their vacation slots. If a staff is found not doing his/her assigned
duties even on one day, he/she will forfeit all the vacation slots. If a vacation is taken, it will be
considered as loss of pay.

6.Any staff resigning or planning to resign before the beginning of the year cannot avail any
vacation. If a staff resigns after availing any amount of vacation, those days will be
considered as loss of pay.

7.Staff Members can avail the vacation after the minimum academic duties have been fulfilled.
Please read the Academic Duty Policy for further information. Principal/ Coordinator are to
ensure that the staff members have fulfilled their academic duties before allotting the vacation
slot.

PROMOTION POLICY
Preamble

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This policy governs the promotions for the staff so as to encourage them through high quality
teaching and Institutional commitment.

Eligibility

From Teacher to HOD, HOD to Co ordinator & in all disciplines

 Qualification
 Required number of years of experience
 Prescribed achievement in teaching.
 Acceptable teaching feedback
 Demonstrated academic administration
 Performance / Self Appraisal system

The Eligibility shall stand modified in the following cases:

 For those whose probation may have been extended.
 The Eligibility conditions may be extended at the discretion of the Management, in the
following cases:
- Staff whose annual increments are on hold/delayed/deferred for want of fulfilment of
academic commitments
- Staff with track record of misconduct

Administration of the Promotions:

Promotions Recommendation Committee shall be constituted and the Committee shall comprise:
 Chairman
 Principal
 Sr. Executive Director – Accounts and Finance
 Any member assigned from the Management

Note: The above are only eligibility criteria. Mere eligibility to promotion does not entitle one to
promotion.

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The Management may in exceptional circumstances relax or extend the eligibility criteria, at its
discretion. Administration of this policy is within the sole discretion of the Management of the
institution.

Grievance Redressal

Staff shall have the right to represent their grievance to their HOD / Coordinator.

The Coordinator shall redress the grievance within 7 working days, failing which the grievance may
be escalated to the HR/Principal.

PROMOTION POLICY FOR NON TEACHING

Objective:

To provide a detailed framework for advancement of career for the staff in a manner that shall
incentivize superior work performance and provide for greater recognition of efforts

Eligibility:

All non-teaching, library and technical staff.

Policy & Procedure:

Pre-requisites for promotion:

Promotions shall always be subject to appropriate vacancy in the higher grades, except when the
Management, at its discretion, enhances a job at a given grade to a higher grade.

A promotion must always lead to an enhanced responsibility in the institution.

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The Employee shall have the potential, beyond mere eligibility, to take up higher role /
responsibility.

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Eligibility for promotion:

 Requisite performance rating in the previous years.
 No adverse remarks/reprimand in the personal file in the preceding three years.
 Requisite educational qualifications as per Job Description
 No. of years of experience in the existing grade However, mere eligibility is not a criterion
for promotion.
Promotion Process:
The process governing the promotion cycle is as under:

List of eligible employees (LEE): PRINCIPAL's Office shall prepare LEE by June 30 th .

Promotion Recommendation Form (PRF): The Head shall fill in the PRF for the employee
recommended for promotion and send it to the PRINCIPAL by specified timeline.

Verification and submission of PRFs by PRINCIPAL:

In order to ensure due justification for a promotion, new job description shall be entered in the PRF.
PRINCIPAL shall then submit the PRFs to the Management.

Coordinator, under intimation to the Principal, shall bring any exceptional cases recommended for
promotion to the notice of the Chairman.

Review of PRFs: A duly constituted Promotion Recommendation Committee (PRC) shall review all
the LEE cases and submit their final recommendations to the Chairman for approval. The PRC will
comprise the following:

- Chairman
- Principal
- Senior Executive Director – Accounts and Finance
- Coordinator
- HOD

Approving Authority:

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The Chairman will be the approving authority for all promotions. A proper statement giving all the
details of the employee being recommended for promotion, together with the justification for the
promotion, shall be submitted to the Chairman. Upon approval, the Chairman shall review and
approve the PRFs. All the promotion letters will be then signed by the Chairman.

Responsibility of the Promotion Recommendation Committee:

To scrutinize, review and discuss all PRFs diligently in terms of eligibility, ascertain the staff
member’s ability to take up higher responsibility in the promoted position, before making the final
recommendation. PRINCIPAL shall verify the job description provided by the HOD.

Implementation:
Promotions shall be taken up only once in a year during the PMS cycle.
As a rule, all promotions shall be effective from June 1st. Exceptions, if any, shall be approved by
the Chairman. Promotion letter along with the JD shall be prepared by PRINCIPAL and handed over
to the Chairman.

All promotions letters shall be handed over to the employee by the Principal.

TIME AND ATTENDANCE MANAGEMENT

Objective:

To communicate the general office / school timings of the institute.

To lay down the general guidelines to record the attendance by everyone in the institute as per the
applicable timings

Applicability:

All employees on regular rolls are covered under this policy

Procedure:

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The timings of the institute are from 8.15 AM to 3.40 PM on all working days (Monday to Friday) of
the week & allotted working Saturdays 9.00 am to 12 noon, except Sunday.

I and III Saturday holiday, II, IV & V Saturdays are half working days.

Employees are expected to come to their workplace, on all working days, at the designated time and
mark attendance in the manual attendance register and/or in biometrics. They are expected to do this
again at the time of leaving the workplace at the end of the working day as well.

Grace Period:

Up to 10 minutes after the designated starting time is considered as “grace period”. After the grace
period every late arrival to the workplace, half day casual leave will be debited from the leave
account of the employee. If there is no casual leave to the credit of the employee, half day of any
other type of leave to the credit will be debited. In case there is no leave available at credit, then
half day salary will be debited from the employee. The names of the employees exceeding the
number of instances of grace period will be notified to the Accounts department by school office.

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STAFF WELFARE POLICY

Statement:

The Institution recognizes all their employees to be the most valuable resource and that the health
and welfare of all employees is essential in achieving the Institution’s mission.

The well being of all employees is of a primary concern by investing in the health and welfare of
employees, the Management is investing in the efficiency and effectiveness of the Institution.

The Institution is committed to producing a caring and supportive working environment which is
conducive to the welfare of all employees, and which enables them to develop towards their full
potential.

Welfare includes anything that is done for the comfort and improvement of employees and is
provided over and above the salary. Welfare helps in keeping the morale and motivation of the
employees high so as to retain the employees for longer duration. The welfare measures need not be
in monetary terms only but in any kind/forms. Employee welfare includes monitoring of working
conditions, creation of institution harmony through infrastructure for health, institution relations and
insurance against disease and accident.

Aim:

To provide a framework for the provision of staff welfare support.

Roles of Responsibility:

All staff members have a role to play with regards to their own health and well being at work and are
advised to raise any matters of concern. The staff members have a responsibility to be sensitive and
responsive to the welfare of other colleagues at work.

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A staff member who has a concern regarding their welfare should address this initially to the
Principal.

The Staff members also have a responsibility to co-operate as far as possible with any initiatives,
recommendations, introduced in relation to their welfare and to follow any guidance provided by the
Principal.

The Institution recognises the importance of the professional relationship between coordinator and
staff members; they have primary responsibility for the welfare at work of the staff under their
supervision. They should respond to staff in a supportive manner taking into account their feelings
and difficulties, in an atmosphere of trust and confidentiality. They should provide support and
ensure all staff members are treatedin a fair, sensitive and confidential manner, at all times they are to
be aware of Institution welfare policy.
Principal has a responsibility to manage individual members of staff. Confidential advice and
support will be provided to staff that have personal, family, medical or work related problems with a
view to assisting them to identify solutions.

If it is not the role of the Principal, Coordinator to provide ongoing counselling for staff, the role is
to:

 Provide quality listening and helping service, offering support and information
 Intervene and facilitate where appropriate in assisting to resolve welfare problems
 To assist with contacting external organisations medical/health professionals and other
relevant agencies and to maintain up to date knowledge of welfare discipline.
Information, advice and support will be provided through the Principal the range of information and
advice available will include:
 Institution policies and procedures relating to staff health and welfare

Monitoring, evaluation and review:

The implementation of the policy will be subject to regular monitoring, evaluation, and using
effective indicator tools and will be strategically reviewed or modified to as required in the
light of changing circumstances.
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Staff Welfare Measures:

 Recreational Trip for staff members.

 Gifts for staff members during Teacher’s Day / Dussehra / Diwali.
 Free transport facilities for staff.
 Concession in tuition fee for staff child(one only) studying in New Horizon.
 Staff Referral Incentives.
 Medical Insurance for P E Staff, Technical and Non Teaching staff members.
 Subsidized food and accommodation for security staff members.
 Birthday celebration of staff members.
 Reimbursement of books, bags, uniform, shoes etc., for staff children whose income is less
than Rs.16000/- per month.
 Uniform for class 4 employees.
 Maternity leave with two months paid salary.
 Ambulance facilities.
 Personnel counselling.
 Medical and Accident insurance to the transport department staff members.
 Free Health checkups.

GRIEVANCE MANAGEMENT POLICY

Introduction:

Individual Employee grievances and complaints which are primarily a manifestation of their
dissatisfaction about working conditions, managerial decisions, if not promptly attended to, may
affect morale and productivity.

There is a need for formal grievance process to address such matters.

Objectives:
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The objectives of the grievances process is to settle/redress:

 Grievances of the employees in the shortest possible time

 At the lowest possible management level
 With appellate stages so that it is fair, transparent and reasonable.

Eligibility & Applicability:

All employees on regular rolls of the institution including part time employees

Scope and Coverage:

Grievance for the purpose of this policy would mean dissatisfaction arising out of the decision of the
Management concerning the employee.

Grievances for the purpose of this policy will cover individual grievances such as:
 Payment of Salary
 Recoveries of dues etc.
 Increment
 Working conditions/Health & Safety
 Leave
 Medical Insurance / facilities
 Non-extension of benefits under rules
 Promotion
 Administration or Academic issues
 HR/PRINCIPAL Policy administration
 Compensation & Benefits
 Related to Appraisals
 Reimbursements
 Interpersonal Conflicts/Issues with the Coordinator or team members
 Role fit
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 Only grievance affecting an individual employee may be raised.

 Separation/Retention
 The grievance arising out of the following will not come under the purview of the grievance
procedure:

Procedure for handling Grievances:

The individual can raise grievance according to following procedure:

STAGE-I:
The aggrieved employee may take up the grievance in writing with the Principal
/Coordinator, who must try to resolve the grievance at that level immediately.

In case any grievances need more number of working days to resolve, the respective employee
should be informed.

In case the employee is not satisfied with the redressal of the grievance he/she may submit the
grievance, in writing to the HR with a copy to PRINCIPAL.

The HR/Coordinator will record comments on the grievance form after making necessary enquiries
along with Principal.

In case of any delay in resolving the grievance, the PRINCIPAL will inform the aggrieved employee
with a copy to HR/Coordinator of such a delay with reason.

STAGE- II:
The aggrieved employee who is not satisfied with the decision of the Committee will have an option
to appeal to Chairman with the detailed reasons for the appeal.

The Chairman will take a decision and communicate the same to the aggrieved employee and the
decision will be final and binding.

GENERAL CONDITIONS:

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If the grievance is against the Principal/ Coordinator/ HOD then employee can skip one level and
escalate her/his grievance to next level.

The executive shall bring up the grievance immediately within a reasonable period of time. Only an
aggrieved employee can raise the grievance.

If the grievance is arising out of an order passed by the Management, the said order shall be complied
with before the executive concerned invokes the procedure laid down for redressal of the grievance.

Quarterly MIS will be recorded in PRINCIPAL's office on the various grievances raised by
employees of the institution.

CODE OF CONDUCT

Preamble:

NEW HORIZON PUBLIC SCHOOL believes that for an institution to succeed, grow and excel, it
needs to be anchored to its Values and Beliefs and motivate all its employees to consistently display
these values in the course of their interactions.

The Code of Conduct and Ethics, articulated below, embodies the Institution’s Values and Beliefs
and endeavours to lay down guidelines for employees to follow in their day to day work life.

All employees are requested to read and imbibe the Code of Conduct and Ethics and follow it in
letter and spirit, so as to maintain the highest standards of values in their conduct to achieve
institution’s objectives.

The Institution’s Values and Beliefs shall act as the guiding principle in the enumeration,
interpretation and periodic review of the Code of Conduct and Ethics.

Objective:

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The Institution’s prides itself on the high standards embodied in its working principles. The
institution expects its employees to adhere to these in their day to day activities.

The following Code of Conduct and Ethics is intended to provide guidelines for the Professional,
Ethical, Legal and Socially Responsible behaviour that the institution expects from its employees.

Applicability:

All employees on regular rolls of the institution including employees on Part time are governed by
this Policy.

Employees are the representatives of the institution and hence are expected to demonstrate high
degree of discretion and astute judgment in their dealings.

Although due care has been taken to address most conceivable situations, it is not possible for this
Code to cover every situation that may arise. In circumstances where employees are unable to consult
an appropriate person in the Institution, they are expected to use sound reasoning and good judgment
in handling the situation in the interest of the Institution and its Values.

Policy Guidelines of Conduct:

National Interest: NEW HORIZON PUBLIC SCHOOL is committed in all its actions, to promote
quality education and shall neither engage in any activity that would adversely affect such objective,
nor shall undertake any activity or project which is to the detriment of the national interests. Use of
the New Horizon Brand: The use of New Horizon name, logo and trademark shall be governed by
manuals, codes and agreements as issued by the Institution. No employee, third party or joint venture
shall use the New Horizon Brand for any purpose without specific authorization.

Quality of Services: New Horizon is committed to deliver services of world class quality based on
the requirement of its stakeholders and built to National and International standards.
Equal Opportunities: New Horizon shall provide equal opportunities to all employees and treat
them with dignity. All decisions pertaining to eligibility, qualification and selection of applicants in
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all matters will be based on merit. No discrimination shall be made based on Community, Race or
Gender.

Protection of Intellectual Property: Copyright of all designs, drawings, formulas, charts,

methodologies, inventions, etc., shall be treated as “Work made for hire” and the intellectual property
rights over the same shall vest with the Institution.

Collaboration within New Horizon Institutions: All New Horizon Group businesses shall
cooperate with each other by sharing knowledge, infrastructure, human and management resources
and making efforts to resolve disputes amicably, albeit without adversely affecting its stakeholder
value.

Confidentiality and Non-disclosure: Employees shall ensure that all information available to them
in the course of employment in the Institute are kept strictly confidential and she/he shall not disclose
to any party except to the extent necessary for the purpose of due performance of her/his
service/discharge of her/his duty to the Institution.
Falsification or Destruction of information- No employee shall make any statement or do any act
that encourages or results in unlawful, untimely, false or intentional misrepresentation, concealment
or destruction of information in order to deceive or mislead.

Using equipment and consumable resources: Employees shall ensure that all departmental
equipments, resources, and consumable items are used for the work and business of the department.

Using the Internet, Intranet, and Electronic mail: Employees shall avoid using of computers for
sending, receiving, and/or copying inappropriate material.

Employees will ensure that the transmission of information via communication and information
networks and devices are made only if authorized to do so and in accordance with the relevant
departmental protocols.

Employees will avoid sharing of password with another person, share another person's password/s, or
record password/s which can be misused.
The Department monitors the use of these networks and devices, and an employee may be called
upon to explain her/his use of them.
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Protecting Institute’s Assets

Misuse of Resources: Employees shall avoid any improper, unauthorized or unlicensed use of
property or resources for non-business related reasons or purposes including improper use of systems
and timekeeping.

Theft: Employees shall avoid any unauthorized removal or taking of supplies, equipment, furniture,
fixtures, products, cash, merchandise or other tangible property of the Institution.

Unethical Transaction:

No employee shall assist in the misuse of Institution’s funds, irrespective of the amount involved,
including, the misappropriation of such funds for her/his personal benefit, or customers.

All payment and transfers of premium and other items of value shall be made openly and must be
disclosed and duly authorized by the concerned authority.

Gifts and Entertainment: Except in connection with and specifically pursuant to programs
officially authorized by the institution, no employee shall accept, directly or indirectly take any
money, objects of value, or favours / discounts from any person or other
company/institute/organization that has or is doing or seeking business with the Institution. All
employees must disclose authorized transactions of this nature to the higher authorities.

All payments or transactions must be consistent with applicable laws and accepted practice and must
be accurately recorded in the institution’s books and records.

Relationship with Government and Public officials: An employee of New Horizon may
occasionally contact government and regulatory officials to keep them informed about her/his
operations and positions on issues. She/he is responsible for these contacts and must understand and
obey the laws governing lobbying activities and reporting requirements. She / he should also be
familiar with specific rules set by individual agencies or other governmental bodies.

Public Representation: No employee shall, without the express consent of the

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/Management/ Competent Authority, call for Press meets, brief the Press or speak to the Media or
participate in discussions, forums etc. in the media, to discuss any issues related to the activities of
the institute or future prospects or projections of the Institution.

Charitable Contributions: Although employees are encouraged to be socially responsible and

politically active, Employees may not contribute the institution’s funds or assets to any Charitable
Institution or similar Institution, unless such contribution is expressly permitted by law and has been
pre-approved by the appropriate, authorized representative of the Institution.
Political Activity: No employee shall involve in any political activity directly or indirectly.
Regulatory Compliance: Every employee shall, in her/his business conduct, comply with all
applicable laws and regulations, both in letter and spirit, in all the areas in which one operates.

Third Party Representation: Third Parties which have business dealings with New Horizon but are
not members of the New Horizon Group, such as Consultants, Agents, Contractors and Suppliers are
not authorized to represent a New Horizon Group without the written permission.

Sexual Harassment and other harassment policy: New Horizon Group recognizes that Sexual
Harassment violates fundamental rights of gender equality, right to life and liberty and right to work
with human dignity as guaranteed by the Constitution of India. To meet this objective, measures shall
be taken to avoid, eliminate and if necessary impose punishment for any act of sexual harassment,
which includes unwelcome sexually determined behaviour as per the Group’s policy against Sexual
Harassment.

Other Harassment: The Group prohibits harassment of one employee by another employee or group
of employees or supervisor on any basis including but not limited to race, colour, religion, marital
status, national origin, physical or mental disability and/or age.

The purpose of this policy is not to regulate our employees’ personal morality. It is to assure that in
the workplace, no employee harasses another.

Harassment includes but is not limited to slurs, epithets, threats, derogatory comments, unwelcome
jokes and teasing.

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Whistle Blower policy: The New Horizon Group provides a platform for employees to disclose
information internally, which she/he believes shows serious malpractice, impropriety, abuse or
wrong doing within the institution without fear of reprisal or victimization.

Ethical Conduct: New Horizon Group expects its employees to maintain high moral and ethical
standards. These standards are characterized by honesty, fairness, equity in interpersonal and
professional relationships as well as in our day-to-day activities. A GMR employee is supposed to
inform in case, if he deviates from the above standard.

No New Horizon employee shall engage himself in any business activity. Further, if he directly or
indirectly recommends any of his friends / relatives for any business dealing with New Horizon
Group, he must disclose the nature of such relationships and transactions beforehand.

Dress Code: New Horizon Group’s expects its employees to follow a dress code which helps them to
work comfortably at the workplace and at the same time project a professional image for our
customers, potential employees and the community we are a part of. Hence, it is essential that all
employees take pride in her/his appearance and maintain proper dress code and general appearance
during office hours. Employees are expected to dress neatly and in a manner consistent with the
nature of the work performed.

Substance Abuse- To meet our responsibilities to Employees, the Group shall maintain a healthy
and productive work environment. Misusing controlled substances or selling, manufacturing,
distributing, possessing, using or being under the influence of illegal drugs and alcohol on the job is
absolutely prohibited.

Threats and Physical Violence- No employee shall use threatening words, or assault or commit
acts of violence or possess weapons, firearms, ammunition, explosives or incendiary devices in the
workplace, on work premises or in work vehicles or elsewhere.

The list of behaviours, while not inclusive, provides examples of conduct that is prohibited by this
policy:
 Causing physical injury
 Making threatening remarks

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 Aggressive or hostile behaviour that creates a reasonable fear of injury to another person or
subjects another individual to emotional distress
 Intentionally damaging employer property or property of another employee
 Committing acts motivated by or related to sexual harassment or domestic violence.

No Smoking: Smoking is strictly prohibited in the premises of the workplace. Appropriate actions
shall be initiated against any person found contravening with the policy of this code.

Disciplinary Actions: All employees covered under this Code of Conduct and Ethics are
required to adhere to the principles and rules laid down in this code. Failure to do so will attract
appropriate action including disciplinary action against the employee who is found to violate these
principles.

Disciplinary action may include immediate separation of employment or any other action as deemed
fit at the Institute’s sole discretion. The Institution will recover any loss suffered by it due to
violation of the provisions of this code by any employee.

Disciplinary Proceedings against the delinquent employee shall be conducted in accordance with the
principles of natural justice.

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RETIREMENT

The date of compulsory retirement of a school employee shall be the afternoon of the last day of
the month in which he/she attains the age of superannuation of 60 years for teaching and non
teaching.

Provided further that where the date of compulsory retirement of a school employee is a general
holiday or the date of compulsory retirement and the days preceding thereto are general holidays,
he may be permitted to hand over charge on the afternoon of the last working day before the date of
such retirement and may be allowed pay and allowances for the holidays.

School may grant re employment to any school employee beyond the date of his/her compulsory
retirement if he/she is physically fit such that reemployment can be granted, except in very special
circumstances, with the prior and specific sanction. They will be appointed on contract basis.

Notwithstanding anything contained in sub-rule a competent authority may remove or dismiss any
school employee or may require him/her to retire compulsorily, on the ground of misconduct or
insolvency or inefficiency.

Notwithstanding anything to the contrary contained in this rule or any other rule made or in the
contract, or the terms and conditions of retention of any school employee in service after the date of
compulsory retirement, the services of a school employee so retained shall be liable for termination
at any time by a notice in writing given either by the school employee to the appointing authority or
the appointing authority to the school employee and the period of such notice shall be one month.

The competent authority to sanction terminal benefits shall prepare every year i.e. on the 1st June
and last working day in the month of April. A list indicating the names, designations, date of birth
and date of retirement of all employees of school employees who are due to retire within the
next 12 to 18 months. He/she shall send the list to Principal’s office not later than 10th
January.

The Management is empowered to exercise the right over and above the conditions stipulated in the
matter of retirement age and / or appointing such retired personnel on contract basis. The rules &
regulations will vary from time to time for such contractual appointment.
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Note: In the case of a school employee retiring for reasons other than superannuation, the Head of
Human Resources shall promptly inform the school office as soon as the impending retirement
becomes known to him / her.

APPOINTING AUTHORITY AND

Appointing Authority

All appointments to all categories shall be made by the Chairman, New Horizon Educational
Institution.

Nature of Penalties

One or more of the following penalties for violation of the code of conduct as applicable to the staff
of New Horizon Public School amended from time to time may be imposed on an earring member
of the staff of the Institution.

A. Minor Penalties
1. Fine in the case of class IV staff
2. Censure
3. Withholding of increment
4. Withholding of promotion
5. Recovery from pay of the whole or part of any pecuniary loss caused by negligence or
breach of order of the Principal/Management.

B. Major Penalties
1. Removal from service which shall not be a disqualification for future employment in
the Institution.
2. Dismissal from service which shall ordinarily be a disqualification forfuture
employment in the Institution.
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Suspension (Not a Penalty)

Appointing authority may place under suspension an employee.

a) Where a disciplinary action proceeding against him is contemplated or is pending.
b) Where a case against him in respect of any criminal offence is under investigation or
under trial.

An order of suspension, as stated above, may at any time be modified or revoked by the issuing
authority.

Suspension shall not be considered as a penalty until the employee is proved guilty. During
suspension, no pay is admissible to the employee under suspension.
Procedure for imposing major penalties

a) Whenever the Disciplinary Authority is of the opinion that there are grounds for enquiry
into the truth of any imputation against a member of the staff of the Institution, it may
itself enquire into, or appoint under this rule an authority to enquire into the truth
thereof.
b) When it is proposed to hold an enquiry against a member of the Institution, the
Disciplinary Authority shall draw up or cause to be drawn up.
c) The substance of the imputations in definite and distinct articles of charges.
d) A statement of the imputations in support of each article of charge
e) A statement of all relevant facts including any admission or confession made by the
delinquent official.
f) A list of documents by which and a list of witness by whom the articles of charge are
proposed to be sustained. The disciplinary authority for imposing minor penalties shall
be the Principal and for imposing major penalties including suspension shall be the
Chairman, New Horizon Educational and Cultural Trust.

INSTITUTION DRESS CODE POLICY

Our dress code Institution policy outlines how we expect our employees to dress at work.
Employees should note that their appearance matters when representing our Institution in front of
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students, parents or other visitors. An employee’s appearance can create a positive or negative
impression that reflects on our company and culture.

These dress code rules always apply:

i. All employees must be clean and well-groomed.
ii. All clothes must be work-appropriate. Clothes that are worn in workouts and outdoor
activities aren’t allowed.
iii. All clothes must be professional. Clothes that are too revealing or inappropriate aren’t
allowed.
iv. All clothes must be clean and in good shape. Discernible rips, tears or holes aren’t
allowed.
v. Employees must avoid clothes with stamps that are offensive or inappropriate.
vi. Institution ID card must be worn at all times.

FOR MALE MEMBERS:

vii.Must wear formal attire and shoes.
viii. Should be neatly shaved at all times.

FOR FEMALE MEMBERS:

ix. Formal western / Indian wear.
x. The saris must be formal and sober and suited to the working environment.
xi. When an employee disregards the Institution’s dress code, they may face severe
consequences if they repeatedly violate the Institution’s dress code. The above policy is
with immediate effect.
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CHAPTER 2
REVIEW OF LITERATURE AND RESEARCH DESIGN
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REVIEW OF LITERATURE

Literary reviews are a common format for review articles. Review articles in academic journals
often provide a synopsis of current studies on a given topic, including findings from empirical
studies as well as theoretical and methodological developments. Literature reviews do not include
any original research documentation since they are secondary sources. Literary works with an
academic bent are often the subject of reviews published in academic journals, as opposed to books
that may also feature in the same publication. Critical reviews of the relevant literature provide the
backbone of research in the vast majority of academic fields.

 Kundu has this title. Diva Mahan and Subhash C. are the authors. It all starts with the
"Human Resources Management Practices in Insurance Companies" paper, which lays out
how HR is the one and only thing that makes money for MNCs and Indian companies.
Health insurance is one of the many benefits that human resource management provides to
its employees. Findings from the research have implications for insurance companies
throughout the world and suggest that HR practices like performance reviews, strategic
planning, and hiring might need some tweaking.
 (2007) Hemant Rao Human Resources' evolving function is detailed in this research paper.
The HR department's function underwent a remarkable transformation. He came to the
conclusion that everyone should behave in a way that respects their coworkers regardless of
their gender, race, religion, or caste. Quality of work performed by workers determines the
company's productivity.

 According to Subramanian (2005) He says that choosing the appropriate person for the right
job and going through the organization's recruiting and selection procedure puts people in a
great mood to work there. For applicants to be interested in the position, the interview
process has to be tailored to the job description.

 According to Maitin (2003) According to his research, HRD demonstrates how an

organisation is developing via several processes, such as hiring new employees, processing
payroll, and keeping the office rules and regulations up to date. By taking the most effective
technique to dealing with staff, which results in their high level of productivity.
`

 Dr. D.N. Raju and Sudham Shetty V. Naveen (2014) Campus placements, job boards, and
data banks are all used in the recruiting and selection processes of the cement, electronics,
and sugar sectors in Krishna Dt AP, India, according to their research. The selection process
involves assessing the candidate's proficiency in the necessary skills, knowledge, and
abilities for the open positions in the chosen sectors. They also found out that workers are
motivated to do a good job by both monetary and non-monetary incentives.

 In 2010, Anupama Gupta Most of her research is on the effects of HRM's problems in light
of the present economic situation and the need of addressing these problems. There is an
emphasis in this essay on the difficulties caused by a lack of qualified workers. This
focusses on the methods used by Human Resource Management to address issues that arise
in the course of regular operations. It also offered some helpful advice on how to deal with
the situation more effectively.

 Sharma S.K. (2008) In this research, he underlined the need of employees being engaged to
achieve high productivity in order for an organisation to have positive development. The
employee's commitment assists him in accomplishing his goal and enhances the calibre of
his job. The employee's interpersonal skills may be enhanced with the support of the
organization's training programs. Contributions to professional development should come
from both the employer and the employee in an equal measure.

 Vidya A. Salokhe published in 2002 Her research showed that there are a number of ways
in which HR can help workers advance in their careers. The company is able to increase
their profit margin as a result of their clever and efficient work. Any business that wants to
succeed must recognise that its employees are its most valuable asset.

 According to T.V. Rao's (1999) research in his book, the Human Resource Audit must
adhere to the procedures and concepts outlined in the audit. The many factors, such as the
organization's value, culture, and core competencies, may be estimated with the aid of his
framework. An employee's interpersonal skills evaluation may help them strengthen areas
where they are deficient. The company's upper management is made up of open-minded
individuals, which allows the middle and lower level workers to voice their concerns. As a
result, the organisation is able to do more thanks to the increased productivity of each and
`

every person.

 Authors: Udai Pareek and T.V. Rao (1999). The author of the paper lays out the HR
department's shortcomings and suggests ways they might enhance employee and company
development. He goes into great detail in his on the significance of HR audits, planning and
development, organisational behaviours, and training and development. An abundance of
data on educational institutions and several professionals is also provided by this.

 (1997) Venkateswaran In his paper, he discusses how the HR department contributes to the
company's financial success. That is why he conducted an empirical research, surveying
132 private sector CEOs for their responses. Human resource development (HRD) in the
workplace and its effects on workers are better understood with the aid of this research.
Employees feel more at ease with the organization's rules and regulations because of the
improved HRD. Additionally, this aids the organisation in maintaining proper etiquette.

 according to Saini (2010) A case study of Chandigarh State's management at United

Commercial Bank provides an in-depth analysis of HRD policies and procedures. This
research primarily aims to shed light on the challenges that arise throughout the process of
developing and implementing the regulations. One hundred persons participated in this
survey, and their thoughts on HRD regulations and policies were evaluated. This research
found that qualifications are a major factor in hiring at all levels of management. The
method of choosing the appropriate individual for a managerial position aids the
organisation in accomplishing more and keeping personnel around.

 (2010) Tripathy According to what he has indicated, the company makes great use of its
human resources. Competencies, dedication, and culture are the three pillars around which
their model rests. Positive outcomes may be achieved by implementing these three C-
cultures into the workplace. As a consequence of this approach, the financial growth rate
increased, and it is regarded as the best result earner.

 Kallinath S. Patil (2007) An essential role in a country's development may be played by the
facilities management business, according to his analysis. Among the many important
service providers, Life Insurance Corporation stands head and shoulders above the
`

competition. You can't expect the Transmission to arrive overnight. That is why the service
in the field is the result of a lot of hard work from the staff.

 (Jyoti and Sharma, 2010). According to their thesis, they have determined that the greatest
and most successful way to motivate an employee to be present at work is to make sure that
they like their job. They continue by saying that the employee's personal investment aids
the company in reaching its objectives. A major contributor to employee turnover is
dissatisfaction. Workers who like their jobs are more invested in the company's success,
stay longer, and contribute more to its development.

 G.V. Chalam and L. Srinivas published it in 2005. Based on a research of 120 State Bank of
India branches in Andhra Pradesh carried out by the Human Resources department, they
aimed to uncover basic gender inequalities in their articles. They found that female
employees are much more concerned than male employees. When it comes to the firm and
its HR department, female employees hold higher regard. They are also very loyal to their
jobs at the bank.

 In 2002, researchers Mishra and Hardwar performed an investigation. Based on an

investigation of private firms' HR departments' operations, their research is factually sound.
A total of 107 managers were chosen at random, representing low, middle, and high
management levels. They were given an HR department survey to complete, and its
findings were analysed. So, things are looking up in the HRD right now. in the year 2015,
Kumari et al. The study's authors concluded that stringent requirements improve both
business expansion and staff retention. According to the findings of this study, the
relationship between

 "A study on PPHR as a single construct and the relation of each dimension - or subsystem -
on organisational citizenship behaviours" was the 2014 undertaking of researchers NP
Myilswamy and Dr. R. Gayatri. Human resource policy and practice integration evaluation
is challenging, they acknowledged (LEPAK et al., 2006). As a result, six factors are
considered: hiring practices, employee engagement, career advancement opportunities,
working environment, performance and skill evaluation tools, compensation and benefits.
`

 According to Demo (2012), the goal of an organization's systems for hiring new employees
is to locate, entice, and hire people whose character attributes and skill sets mesh well with
the business. A well-executed business idea, the policy on engagement seeks to develop an
emotional connection with workers by assisting them in improving their quality of life via
recognition, connection, engagement, and conversation. Training and development policies
aim to inspire employees to learn new things and come up with fresh ideas all the time, as
well as to provide them chances to methodically gain new abilities.

 Dr. K. Kalpana and T. Suhasini Human resource management policy studies are beneficial
to companies, according to the study. Several policies that are strategically relevant to
companies but have received little attention from researchers highlight the need for more
HRM study. Studying the relationship between HRM policies and other aspects of
organisational behaviour, creating and testing measurement instruments, and assessing
skills and performance all come under this umbrella.

 In 2004, Larry and Cam Caldwell— One of Floyd's According to this report, research
opportunities are always evolving and show no symptoms of saturation as fresh and
alternative techniques are given. This is a great opportunity for academic institutions
outside of HRM to cover knowledge shortages in areas like as performance and
competence, the workplace, and pay and benefits, among other HRM policies, and thus
increase academic production. By working together, these groups may propel HRM policy
research forward, perhaps making Brazil a world leader in the subject.

 in the year 2019 M. Madhyvadany and S. Panboli Financial aid for promotion opportunities,
career planning, and evaluations of employees' abilities and performance is a component of
the policy on performance and competency evaluation. In addition, the author broke down
the topics surrounding pay and benefits into two categories: performance-based
compensation and incentives based on employees' competence. This study's conceptual area
and research aims are a good fit for the PPHR scale, which was developed by Demo (2012).

 In order to improve people's lives and help them succeed in their employment and personal
pursuits, it is vital to implement the human resource policies and procedures suggested by
Dessler (2002). The committee began to consider the "involvement" policy in addition to
the processes and rules specified by Dessler (2002).
`

 In their 2015 study, Albrecht et al. outlined the essential procedures for managing
employees in the workplace, particularly in regards to hiring, training, evaluating, paying,
and making sure everyone is safe on the job. The author argues that five main policies and
processes make up human resource management in organisations: hiring and selection,
development and training, compensation, performance evaluation, and working
environment.

 Bulbul Kar and Dr. Biswadeep Mishra (2016) state that HRM practices are the actions
taken by employees that can be proven through objective methods and are part of the
organization's policies, plans, and strategies for managing its workforce. The authors argue
that it is essential to include the organization's internal and external environments into HR
management practices.

 Research by Wright et al. (2003), "The impact of HR practices on performance of business

units," delves into the ways in which HR policies and practices, as well as organisational
dedication, affect the effectiveness and profitability of various business units. Conclusions
on the correlation between HR policies and procedures and company success should be
more readily drawn from this study's results. Staff morale was gauged via the distribution of
questionnaires. The result was a random selection of departments from a major company.
According to the articles, operational success metrics such operational expenditures, pre-tax
earnings, organisational devotion, and HR procedures are highly correlated.

 Imna Zubair and Mariyam, his wife Human resources laws have an effect on the people
who really work for the organisation. This study report's objective is to analyse the factors
that impact the company's staff. The bulk of HR rules and regulations that control hiring,
onboarding, training, pay, and performance reviews. The new regulations will have an
effect on every single employee of the organisation.
`

NEED FOR THE STUDY

 For an organisation to have workers, HR rules are crucial. These policies assist in keeping
people motivated and eager to work.
 Research in this area is both intriguing and important.
 In addition to informing workers of their duties and the expectations of the company, they
make sure that employment laws are followed.
 Human resources policies lay out the rules for how employers and employees should
interact with one another. These rules include topics including proper conduct, work
hours, health and safety, employment regulations, how to resolve conflicts, and how to
discipline employees.
 HR strategy include tasks such as recruiting, onboarding, development, training, payroll,
incentives, recognition, resolving complaints, organising legal processes, and planning.
 The purpose of this document is to formalise the company's guiding principles so that they
may be referenced in the future. Manage effectively without requiring your whole focus.
 Develop and execute top-notch policies • Encourage team members to work towards
application uniformity
 Boost the Reputation of Businesses
 `

SCOPE OF THE STUDY

The most valuable asset of any company is its people. Creations Infra Nitrite Ltd. is a major player
in the interiors industry right now.
 Employee performance, which is heavily influenced by the organization's HR policies,
is the primary determinant of the company's overall success.
 In light of the intense worldwide competitiveness in the modern business world, the
project's potential is vast.
 Analysing and appraising the organisation and creating an HR policy document are the
main focusses of the project.
 The organisation and its workers are able to communicate clearly about the terms of
employment via them.
 They provide the groundwork for treating all workers with fairness and equality.
 These serve as rules and regulations for managers and supervisors.
 They provide the groundwork for the creation of the handbook for employees.
 These programs provide the groundwork for supervisor training and employee
onboarding, and they also provide a framework for routinely evaluating potential
changes that impact personnel.
`

OBJECTIVES OF THE STUDY

SECONDARY OBJECTIVES
 To Study the amendments in the base policy and prepare a final policy.

 To Examine a HR Policy manual for the company with special emphasis on the
“Managerial Service Conditions”
 To understand the HR policies maintaining the sound relation among Employees
& Employer.
 To find out the employees’ satisfaction towards satisfied with the
implementation of policy in organization.
 `

LIMITATION OF THE STUDY

 HR policies have significant value for individuals employed by the organisation.

 It's useful for keeping employees motivated and enthusiastic.
 Research in this area is both intriguing and important.
 The study's overarching goal is to learn how happy workers are with their organisations'
human resources systems.
 To investigate what a company need in terms of human resources
 In order to learn about the primary steps in staff training and advancement to find out whether
the workers are benefiting from these programs and if they are aware of them.
 To ensure that employees are able to work in an environment that fosters genuine team spirit
and motivates them to do their best in their roles.

RESEARCH DESIGN

METHOD DATA COLLECTION

Questionnaires will be used to collect data throughout the research. Due of the time limitations.
When designing the method for collecting hands, it is essential to include enough checks and
balances to prevent bias and unreliability. The researcher has ensured that the data sets are
consistent, reliable, comprehensive, and easy to grasp. One type of research is secondary data,
which refers to information that has already been collected and analysed by another entity. He used
a variety of sources, including journals, historical papers, publications, and reports from
researchers. In order to conduct this study, the researchers consulted the following sources.

 A survey
 An interview
 A careful observation

The researchers in this study used a descriptive research design.

 `

SAMPLING TECHNEQUE
Probability sampling was used in this investigation. On the other hand, "Simple random sampling"
is the method of probability sampling that is used, in which samples are selected by producing
members at random.

SIMPLE RANDOM SAMPLING

The fundamental tenet of random sampling is that every item in the population has an equal chance
of being chosen for the sample. This sampling approach is sometimes called a method of chances
since the item is chosen completely at random. This stands in stark contrast to the multi-
instrumental systematic random sampling. We get basic random sampling as a consequence. One
reasonable method of sampling is to use a basic random sample.

SOURCES OF DATA

In order to conduct an analysis, data is required for every research. Research cannot be conducted
in the absence of data. An integral part of any research project is gathering relevant data. It may be
gathered from a number of different places.
main resources:
Respondents' primary data was gathered using a combination of methods, including a structured
questionnaire, observation, interviews, and discussions with management. Interviews and
structured questionnaires were the main methods of data collection.

Other Resources:
The research makes use of primary data as well as secondary data gathered from sources such as
textbooks, CREATIONS INFRA DEVELOPERS records, library journals, and the Internet.

Questionnaire Structure
The primary data used in this analysis is derived from participant-completed questionnaires. A
questionnaire, whether handwritten or computer generated, is simply a list of questions presented in
a predetermined sequence on a form. In this survey, you'll find both closed-and open-ended
questions, along with a grading system.
 `

The size of the sample

Using the Rao soft sample calculator, we determined that the study's sample size is 130
participants. Employees of Creations Infra India private limited are the ones who have responded.

Research Duration
It takes three months to complete the survey and write the study report.

Analysis Instruments
The following approaches were used to analyse the data:

 "One Way ANOVA Test,"

 "Descriptive Analysis,"
 "Chi-square Analysis"
`

CHAPTER 3
DATA ANALYSIS AND INTERPRETATION
 `

DESCRIPITIVE ANALYSIS

The age distribution of the respondents is shown in Table 4.1.1.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

20 – 30 years 79 59.4%
31 – 40 years 42 31.6%
41 – 50 years 10 7.5%
50 years and above 2 1.5%
Total 133 100

AGE OF THE RESPONDENTS

7%2 20- 30 YEARS

%
31 -40 YEARS
32%
59% 41-50 YEARS
50 YEARS AND ABOVE

The age distribution of the respondents is shown in CHART 4.1.1.

INTERPRETATION
Table data shows that 31.6% of participants are in their thirties, 59.4% are in their twenties, and
31.6% are in their forties. 7.5% are in their forties and fifties, while 1.5% are fifty and more.

Table 4.1.2: Gender breakdown

 `

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Male 78 58.6%
Female 55 41.4%
Total 133 100

GENDER

41%
Male
59% Female

CHART 4.1.2: Gender breakdown

INTERPRETATION

The data in the table above suggests that men make up 58.6% of the total responders and females
41.4%.
 `

The educational qualifications are shown in Table 4.1.3.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Under Graduate 31 23.3 %
Post Graduate 67 50.4 %
Diploma 24 18 %
Others 11 8.3 %
Total 133 100

EDUCATIONAL QUALIFICATION

others
8%Under Graduate
Diploma 23% Under Graduate
18%
post graduate
Diploma
others
post graduate
51%

The educational qualifications are shown in CHART 4.1.3.

INTERPRETATION

According to the data in the table above, 23.3% of the respondents have an undergraduate degree,
50.4% have a graduate degree, 18.0% have a diploma, and 8.3% have some other kind of
education.
 `

Tab 4.1.4: Departmental Table

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Finance 17 23.3 %
HR 39 50.4 %
Production 10 18 %
Sales 32 8.3 %
others 15 9%
Total 133 100

DEPARTMENT

Finance
8% 21%
8% HR
17%
Production
Sales
46%
Others

CHART 4.1.4: Departmental Table

INTERPRETATION
Based on the data in the table, it seems that 23.3% of the participants work in finance, 50.4% in
HR, 18.0% in Production, 8.3% in sales, and 9.0% in other roles.
 `

Tab 4.1.5: Tab Displaying the Appointment

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Assistant Executive 23 17.3 %
Finance
HR Managers 33 24.8 %
Production Head 46 34.6%
Sales Executive 16 12%
Others 15 11.3 %
Total 133 100

DESIGNATION

11% Assistant Executive Finance

17%
12% HR Managers
Production Head

25% Sales Executive

Others
35%

CHART 4.1.5: Tab Displaying the Appointment

INTERPRETATION

The data in the table above suggests that 17.3% of the respondents hold the position of Assistant
Executive Finance, 24.8% are HR Managers, 34.6% are Production Heads, 11.3% are Sales
Executives, and 12% are someone else entirely.
 `

Table 4.1.6: Monthly Income of Respondents Displayed in Table

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

10000 to 25000 57 42.9%
25000 to 45000 48 36.1%
45000 to 60000 27 21.1%
60000 and above 10 7.5 %
Total 133 100

Income of the Respondents per Month

7%

20% 10000 to 25000

40% 25000 to 45000
45000 to 60000
60000 and above

33%

Table 4.1.6: Monthly Income of Respondents Displayed in CHART

INTERPRETATION

The following data is extrapolated from the table: 42.9% of the respondents fall between the
100,000 to 25,000 income bracket, 36.1% between the 25th and 45,000, 21.1% between the 45,000
and 60,000 bracket, and 7.5% over the 600,000 mark.
 `

A. RECRUITMENT AND SELECTION

Here is Table 4.1.7, which displays the occupations and placement information.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Placement cells 30 23.3 %
Through websites 60 45.1%
Newspaper 28 21.5%
advertisement
Referrals 15 11.3 %
Total 133 100

jobs and get placement

11%
23% Placement cells

21% Through websites

News paper advertisement
Referrals
45%

Here is CHART 4.1.7, which displays the occupations and placement information.

INTERPRETATION

Based on the data in the table, it seems that placement cells account for 23.3% of the respondents,
websites for 45.1%, newspaper ads for 21.5%, and referrals for 11.3%.
 `

The table in Table 4.1.8 displays the correspondence between the firm and you.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Offer letter 44 33.1%
Acceptance letter 39 29.3 %
Joining letter 33 24.8%
None 16 12.0%
Total 133 100

letters you received from the company

12%
33%
25%
Offer letter
30% Acceptance letter
Joining letter
None

The table in CHART 4.1.8 displays the correspondence between the firm and you.

INTERPRETATION

We might infer that 33.1% of respondents are offering letters, 29.3% are accepting letters, and
24.8% are

No joining letter and 12.0% of responses are not included.

 `

Table 4.1.9: Induction Program Conducted by the Recruitment Team

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

About Company 37 25.8%
Product Training 50 37.6%
Legal &Statutory 34 25.6%
legislation
None 13 9.8%
Total 133 100

Recruitment team conducted

induction
program

10%
26% About Company

26% Product Training

Legal &Statutory legislation
None

38%

CHART 4.1.9: Induction Program Conducted by the Recruitment Team

INTERPRETATION

Based on the data in the table, it seems that 25.8% of the respondents are interested in company
information, 37.6% are interested in product training, 25.6% are interested in legal and statute
issues, and 9.8% are not sure.
 `

If you are happy with the recruiting team, you may see it in Table 4.1.10.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

61 45.9%
Satisfied

Highly dissatisfied 4 3.0%

Neither satisfied or nor 17 12.8%
dissatisfied
Highly satisfied 43 32.3%
Dissatisfied 8 6.0%
Total 133 100

satisfied with the recruitment team

6%
Satisfied

32% 46% Highly dissatisfied

Neither satisfied or nor
dissatisfied
13% 3%
Highly satisfied
Dissatisfied

If you are happy with the recruiting team, you may see it in CHART 4.1.10.
INTERPRETATION

A total of 45.9% of respondents were happy, with 3% being very satisfied and 12.8% being rather
satisfied, according to the data shown in the table above. The third largest percentage of responders
(32.3%) were indifferent. Very happy, with just 6% of people saying they weren't happy.
 `

B. TRAINING AND DEVELOPMENT

Training on any areas may be shown in Table 4.1.11.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

HR & Admins 21 15.8%

Finance 64 48.1%

Production 38 28.6%

Safety 10 7.5%

Total 133 100

conducting training on any areas

7% 16%
HR & Admins
29% Finance
Production
Safety
48%

Training on any areas may be shown in CHART 4.1.11.

INTERPRETATION
According to the data in the table above, 15.8% of the participants are in HR and administration,
48.1% are in finance, 28.6% are in production, and 7.5% are in safety.
 `

The trainer is a component and knowledge person, as shown in Table 4.1.12.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Excellent 21 15.8%
Fair 64 48.1%
Average 38 28.6%
Poor 10 7.5%
Total 133 100

trainer is component ant and Knowledge

person

7% 16%
Excellent
29% Fair
Average
Poor
48%

The trainer is a component and knowledge person, as shown in CHART 4.1.12.

INTERPRETATION

The data in the table above suggests that out of the total number of responders, 15.8% are great,
48.1% are fair, 28.6% are average, and 7.5% are poor.

In Table 4.1.13, we can see It is possible to demonstrate progress in these areas based on the
trainer's training.
 `

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Agree 70 52.6%
Disagree 13 9.8%
Neither agree nor 27 20.3%
disagree
Strongly agree 5 3.8%
Strongly disagree 18 13.5%

Total 133 100

training areas can be shown

any
development

13%
4% Agree
Disagree
20% 53%
Neither agree nor disagree
10% Strongly agree
Strongly disagree

In CHART 4.1.13, we can see It is possible to demonstrate progress in these areas based on
the trainer's training.

INTERPRETATION
Results show that 52.6% of people were in agreement, 9.8% were in disagreement, 20.3% were
unsure, 3.8% were very much in agreement, and 13.5% were very much in disagreement.
 `

The training areas that you are interested in are shown in Table 4.1.14.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

welfare 18 13.5%
Fire and safety 39 29.3%
Management And skills 56 42.1%
Time management 20 15.0%
Total 133 100

training areas you are interested

15% 14%
welfare
Fire and safety
29% Management And skills

42% Time management

The training areas that you are interested in are shown in CHART 4.1.14.
INTERPRETATION

We may infer from the data in the table above that 13.5% of respondents are involved in welfare,
29.3% are involved in fire and safety, 42.1% are involved in management and skills, and 15.0% are
involved in time management.
 `

A. PERFORMANCE APPRAISAL

Table 4.1.15 displays the workers' performance evaluations.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Monthly 21 15.8%
Quarterly 40 30.1%
Half yearly 52 39.1%
Annually 18 13.5%
Total 133 100

performance appraisal for the employees

14% 16%
Monthly
Quarterly
Half yearly
40% 30%
Annually

CHART 4.1.15 displays the workers' performance evaluations.

INTERPRETATION

According to the data in the table above, 15.8% of the respondents do it monthly, 30.1% do it
quarterly, 39.1% do it half yearly, and 13.5% do it annually.
 `

The department carrying out the performance evaluation is shown in Table 4.1.16.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Subordinates 48 36.1%
HR & Admins 49 36.9%
Finance 18 13.5%
Production 18 13.5%
Total 133 100

Department conducting the Performance

Appraisal
Subordinates HR & Admins Finance Production

14%

36%
15%

37%

The department carrying out the performance evaluation is shown in CHART 4.1.16.
INTERPRETATION

Based on the data in the table, it seems that 36.1% of the participants are in the role of subordinate,
36.9% are in the role of human resources and administration, 13.5% are in the role of finance, and
13.5% are in the role of production.
 `

Appraisal conductivity on what degrees is shown in Table 4.1.17.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

80 % 31 23.3%
160 % 41 30.8%
320 % 15 11.3%
360 % 46 34.6%
Total 133 100

Appraisal conductivity on what degrees

23%
80%
35%
160%
320%
360%
11% 31%

Appraisal conductivity on what degrees is shown in CHART 4.1.17.

INTERPRETATION
The data in the table above suggests that a quarter of the respondents are at 80%, a third are at
160%, a thirteenth are at 320%, and a thirty-fourth are at 360%.
 `

The superiors' final decisions are presented in Table 4.1.18.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Management 30 22.6%
Manager 42 31.6%
Reporting Manager 15 11.3%
Others 19 14.3%
Total 133 100

Final Decisions made by the superiors

18%
28% Management
Manager
14%
Reporting Manager
Others

40%

The superiors' final decisions are presented in CHART 4.1.18.

INTERPRETATION

Based on the data in the table above, we may deduce that 22.6% of the participants are from the
management level, 31.6% are from the manager level, 11.3% are from the reporting manager level,
and 14.3% are from some other category.
 `

4. STATUTORY COMPLIANCE

Awareness of social legislation is seen in Table 4.1.19.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Excellent 31 23.3%
Fair 35 26.3%
Unfair 47 15.0%
None 20 35.3%
Total 133 100

Awareness of social legislative

23%
36% Excellent
Fair
Unfair
None
26%
15%

Awareness of social legislation is seen in CHART 4.1.19.

INTERPRETATION
We may infer that 23.3 percent of responders are Great, 26.3 percent are Average, 15.0 percent are
Unfair, and 35.3 percent are Not At All from the data in the table above.
 `

Table 4.1.20: A Listing of the Mandatory Responsibilities of PF and ESI

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

PF 12% ESI 0.75% 29 21.8%

PF 8.33% ESI 3.25 % 36 27.1%
Both A & B 49 36.8%
All the above 18 13.5%
Total 133 100

Statutory Obligations of PF & ESI

9%
10%
PF 12% ESI 0.75%
PF 8.33% ESI 3.25 %
Both A & B
23% 58%
All the above

CHART 4.1.20: A Listing of the Mandatory Responsibilities of PF and ESI

INTERPRETATION

The data in the table above suggests that some of the respondents fall into the following categories:
PF 12% ESI 0.75%, PF 8.33% ESI 3.25%, Both A and B, and All the above, which accounts for
13.5% of the total.
 `

The profession's tax contribution is shown in Table 4.1.21.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Complied 32 24.1%
Not complied 35 26.3%
Ignore 39 29.3%
Company not willing 12 9.0%
Total 133 100

profession Tax Contribution

10%
27%
Complied
Not complied
33% Ignore
Company not willing

30%

The profession's tax contribution is shown in CHART 4.1.21.

INTERPRETATION

Using the data in the table above, we may deduce that 24.1% of respondents have cooperated,
26.3% have not, 29.3% have chosen to ignore, and 9.0% are unwilling to comply with the
company's request.
 `

Both the employer and the employees contribute 12%, as shown in Table 4.1.22.

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Agree 5 3.8%
Disagree 20 15.0%
Neither agree nor 71 53.4%
disagree
Strongly agree 5 3.8%
Strongly disagree 32 24.1%
Total 133 100

equal contribution
STRONGLY DISAGREE 24.10%

STRONGLY AGREE 3.80%

NEITHER AGREE NOR DISAGREE 53.40%

DISAGREE 15.00%

AGREE 3.80%

Both the employer and the employees contribute 12%, as shown in CHART 4.1.22.
INTERPRETATION
The data in the table above suggests that out of the total number of respondents, 21.8% are
employers, 27.1% are employees, 36.8% are self-employed, and 13.5% are self-employed.
 `

5. LEAVE POLICY

Figure 4.1.23: Aware about Leave policy table

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Sick Leave 21 15.8%

Privilege Leave 48 36.1%
Casual Leave 43 32.1%
All the above 21 15.8%
Total 133 100

Aware about Leave policy

16% 16%
Sick Leave
Privilege Leave
Casual Leave
32% All the above
36%

CHART 4.1.23: Aware about Leave policy table

INTERPRETATION
It can be inferred from the data in the table above that 15.8% of the respondents are on sick leave,
36.1% are on privilege leave, 32.1% are on casual leave, and 15.8% are on everything else.
 `

Table 4.1.24: Exhibits the duration of when they depart or remain

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Chronically 20 15.0%
Frequently 45 33.8%
Will not take leave 37 27.8%
Incase emergency 31 23.3%
situation
Total 133 100

awhile the leave or not

15%
23%
Chronically
Frequently
Will not take leave
34% Incase emergency situation
28%

CHART 4.1.24: Exhibits the duration of when they depart or remain

INTERPRETATION

The data in the table above suggests that 15.0% of the respondents experience this on a chronic
basis, 33.8% on a frequent basis, 27.8% will not take leave, and 23.3% in an acute emergency.
 `

How well do you think the company's leave policies cater to your needs? (Table 4.1.25).

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Agree 61 45.9%
Disagree 4 3.0%
Neither agree nor 17 12.8%
disagree
Strongly agree 43 32.3%
Strongly disagree 8 6.0%
Total 133 100

leave policies are able to meet your needs

6% Agree
Disagree
32% 46% Neither agree nor disagree
Strongly agree
Strongly disagree
13% 3%

How well do you think the company's leave policies cater to your needs? (CHART 4.1.25).

INTERPRETATION
According to the data in the table, 45.9% of those who took the survey agreed, 3% disagreed,
12.8% were unsure, 32.3% were very much in agreement, and 6% were strongly opposed.
 `

Whose approval is required for a leave of absence? (Table 4.1.26)

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Managers 35 26.3%
Deputy Managers 36 26.8%
Management 45 33.8%
On my own accord 18 13.5%
Total 133 100

leave application shall be approved by whom

13%
26%
Managers
Deputy Managers
Management
34%
On my own accord
27%

Whose approval is required for a leave of absence? (CHART 4.1.26)

INTERPRETATION
Based on the data in the table, it seems that 26.3% of the participants are managers, 26.8% are
Deputy managers, 33.8% are in management, and 13.5% are not sure.
 `

Reasons for Quitting the Job: Table 4.1.27

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

You’re found a new job 25 18.6%

Difficult 43 32.3%
work
environment
Career change 47 35.3%
Relocation 18 13.5%
Total 133 100

reason for Quieting the Job

14% 19%
You’r found a new job
Difficult work environment
Career change
35%
32% Relocation

Reasons for Quitting the Job: CHART 4.1.27

INTERPRETATION

The following data is extrapolated from the table: 18.6% of respondents are in a new job, 32.3%
are dealing with a challenging work environment, 35.3% are considering a career change, and
13.5% are planning to move.
 `

Table 4.1.28 displays the individuals who have submitted their resignation.

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
Sending through mails 25 18.6%
Physical Resignation 43 32.3%
No Resignation 47 35.3%
No of the above 18 13.5%
Total 133 100

submitting their resignation

14% 19%
Sending through mails
Physical Resignation
No Resignation
35%
32% No of the above

CHART 4.1.28 displays the individuals who have submitted their resignation.

INTERPRETATION

Based on the data in the table, it seems that 18.6% of the respondents are sending emails, 32.3% are
physically resigning, 35.3% are not resigning, and 13.5% are not doing any of those things.
 `

Here is the table 4.1.29, which shows the relieving orders sent to the workers that quit.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Leaving order will be 41 30.8%

Given
Leaving order will be 61 45.9%
Not given
None of the above 31 23.3%
Total 133 100

relieving order provided to the

resigned
employees

23%
31% Leaving order will be Given
Leaving order will be Not given
None of the above
46%

Here is the CHART 4.1.29, which shows the relieving orders sent to the workers that quit.
INTERPRETATION

Inferred from the data in the table above are the following percentages: 30.8% are expecting a
leaving order, 45.9% are expecting none, and 23.3% are not sure.
 `

At the moment of Exit, the entire and final settlement is shown in Table 4.1.30.

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Given 48 36.1%
Not given 58 43.6%
None of the above 26 19.5%
Total 133 100

full and final settlement during the time of

Exit

20%
36% Given
Not given
None of the above

44%

At the moment of Exit, the entire and final settlement is shown in CHART 4.1.30.

INTERPRETATION

Results show that 36.1% are provided, 43.6% are not given, and 19.5% are none of the above,
according to the data shown in the table above.
 `

CHI SQUARE TEST

TRAINER-LED TRAINING ON CERTAIN AREAS MIGHT PROVIDE VARYING

DEGREES OF SUCCESS DEPENDING ON THE AGE OF THE PARTICIPANTS.

H0 (NULL HYPOTHESIS):There is no statistically significant correlation between the ages of the

respondents and the trainer's training in the areas that have evolved.
One competing theory is that the areas that may be shown to have grown as a consequence of the
trainer's instruction correlate with the respondents' ages.

AGE * BASED ON THE TRAINING CONDUCTED BY THE TRAINER ON

THE AREAS CAN BE SHOWN ANY DEVELOPMENT CROSSTABLE
AGE AGRE DISAGRE NEITHER STRONGL STRONGL TOT
E E AL
AGREE Y Y
NOR AGREE DISAGRE
DISAGRE E
E
39.5 7.3 15.2 2. 10.2 75.0
20 –
8
30
years
21.1 3.9 8.1 1. 5.4 40.0
31 –40
5
years
8.9 1.7 3.5 .6 2.3 17.0
41 –
50
years
50yea 0.5 0.1 0.2 .0 0.1 1.0
rs and
above
TOTA 70.0 13.0 27.0 5. 18.0 133.0
L 0
 `

TEST FOR CHI-SQUARE

Value df Asymptotic
Significance (2-
sided)
Pearson Test for chi- 10.090a 12 .608
square

Likelihood Ratio 10.067 12 .610

N of Valid Cases 133

a. 12 cells (60.0%) have expected count less than 5. The minimum expected
Count is.04.

At 5% level of significance and df (12) the table value is 10.090.

calculated value = 0.04
Significance value (p=0.005) < calculated value H0
is accepted.

INFERENCE

Based on the "Pearson Chi-Square" results, χ (12) = 10.090 and P = 0.04. An age-related
correlation exists between responder age and the likelihood of a high-performance work system
leading to improved employee performance.
A value of 10.090 for χ (12) and a p-value of 0.04 were produced by the "Pearson Chi-Square" test.
An age-related correlation exists between responder age and the likelihood of a high-performance
work system leading to improved employee performance.
 `

THE ADULTS WHO PARTICIPATED

Vs
What is the percentage of satisfaction with the recruiting team?

H0 (Null Hypothesis) = Workers are held accountable for the company's

on-the-spot choices regardless of the age of the responders, since there is
no correlation between the two.

H1 (Alternate Hypothesis) = Respondents' ages correlate significantly with

the importance level of the organisation, which in turn holds workers
accountable for the company's on-the-spot choices.

AGE * WHETHER YOU SATISFIED WITH THE RECRUITMENT TEAM

CROSSTABLE

Neither
AGE Highly Dissatisf
satisfied nor
Satisfi Highly satisfied ied Total
ed dissatisfie dissatisfied
d
34.4 2.3 9.6 24.2 4.5
20 –30
years 75.0
18.3 1.2 5.1 12.9 2.4 40.0
31 –40
years
7.8 .5 2.2 5.5 1.0 17.0
41 –50
years
50years 0.5 .0 0.1 0.3 0.1 1.0
and above

TOTAL 61.0 4.0 17.0 43.0 8.0 133.0

 `

CHI-SQUARE TESTS

Value df Asymptotic
Significance (2-
sided)

Pearson Chi-Square 17.410 12 .135

a

Likelihood Ratio 16.683 12 .162

N of Valid Cases 133

a. 12 cells (60.0%) have expected count less than 5. The minimum expected count is
.03.

At 5% level of significance and DF (12) the table value is 17.410

calculated value = 0.03
Significance value (p=0.005) < Calculated value

H0 is accepted

INFERENCE

Ň (12) = 17.410, P= 0.03, according to the "Pearson Chi-Square" statistics. This shows us that the
age of the responders is significantly correlated with the firm, which means that workers are held
accountable for the choices taken on the spot to enhance the company.
 `

4.2 ONE WAY ANOVA TEST

Assumption: Respondents' ages and a 12% split between employer and employee contributions

NULL HYPOTHESIS

H0 = There is no statistically significant correlation between the age of the respondents, since
both employers and workers contribute 12%.

ALTERNATIVE HYPOTHESIS
H1 =The correlation between respondent age and the 12% split between employer
and employee contributions is statistically significant.
`

DESCRIPTIVES

AGE

N ME STD. STD. 95% MIN MAX

A
DEV ERR CONFIDENCE I I
N
I OR INTERVAL MU MU
ATI FOR MEAN M M
ON
LOWE UPPER
R BOUND
BOUND
Agree 73 1.63 .717 .084 1.46 1.80 1 3

Disagree 3 2.00 1.000 .577 -.48 4.48 1 3

Neither 19 1.63 .831 .191 1.23 2.03 1 4

agree nor
disagree

Strongly 35 1.34 .639 .108 1.12 1.56 1 3

agree

Strongly 3 2.33 1.155 .667 -.54 5.20 1 3

disagree

Total 133 1.58 .741 .064 1.45 1.71 1 4

 `

ANOVA

AGE

Sum of Mean
Squares df Square F Sig.
Between 4.434 4 1.108 2.087 .086
Groups

Within 67.987 128 .531

Groups

Total 72.421 132

INTERPRETATION

There is a notable disparity in the group averages, as seen in the table, based on the ANOVA
findings. At 0.086, which is more than 0.005, the degree of significance is clearly noticeable. When
the combined contributions of employers and workers amount to 12%, the age of the respondents
shows a substantial association with this statistic.
`

CHAPTER 4
SUMMARY OF FINDINGS, CONCLUSIONS AND SUGGESTIONS
`

FINDINGS

 59.4 percent of the participants are in the age group of 20 to 30. Another 31.6% are
between the ages of 31 and 40, 7.5% are between the ages of 41 and 50, and 1.5% are
50 and over.
 There are more males than women among the overall responses (58.6% vs. 41.4%).
 Among the people who took the survey, 23.3% are undergraduates, 50.4% are
postgraduates, 18.0% have diplomas, and 8.3% are not sure what they studied.
 A quarter of the survey takers are employed by financial institutions.
 There are 50.4% HR professionals, 18.0% production workers, 8.3% salespeople, and
9.0% others that filled out the survey.
 Some of the businesses represented by the following percentages of respondents:
 Working as assistant executive finance for 17.3%, human resources manager for
24.8%, head of production for 34.6%, sales executive for 11.3%, and others for 12%
total.
 With respect to the overall replies, 42.9% are in the 10,000 to 25,000 bracket, 36.1%
are in the 25,000 to 45,000 bracket, 21.1% are in the 45,000 to 60,000 bracket, and
7.5% are in the 60,000 and above bracket.
 The respondents are categorised as follows: The following sources account for 23.3%:
placement cells, 45.1% websites, 21.5% newspaper ads, and 11.3% referrals.
 The percentage of respondents who have received a letter indicating their acceptance or
rejection ranges as follows: 33.1%, 29.3%, 24.8%, and 12.0%.
 The following percentages of participants are answering questions on the business:
25.8%, 37.6% on product training, 25.6% on legal and legislation, and 9.8% on nothing
at all.
 The proportion of respondents who expressed happiness are as follows: The
percentages are as follows: 45.9%, 3%, 12.8%, 32.3%, and 6%. Only 3% were ecstatic,
while 3% were downright miserable.
 A total of 52.6% of those who took the survey agreed, 9.8% disagreed, 20.3% were
undecided, 3.8% were very much in agreement, and 13.5% were completely opposed.
 15.8% of those who took the survey rate it as great, 48.1% as fair, 28.6% as medium,
and 7.5% as awful when it comes to quality.
 Voters' opinions are as follows: 34.6 percent agree, 18.0 percent disagree, 7.5 percent
are unsure, 36.1 percent strongly agree, and 11.3 percent strongly disagree.
`

 The areas that were represented by the respondents were fire and safety (29.3%),
welfare (13.5%), management and skills (42.1%), and time management (15.0%).
15.8% answer once a month, 30.1% respond three times a year, 39.1% respond six
months yearly, and 13.5% respond once a year.
 The following is a breakdown of the people who responded: Subordinates make up
36.1%, HR and administration 36.9%, finance 13.5%, and production 13.5%.
 23 percent are 80%, 39 percent are 160 percent, 11 percent are 320 percent, and 36
percent are 360 percent.
 Twenty-2% have managerial jobs, 31% are in supervisory roles, 13% are managers to
other managers, and 14% are in a different capacity entirely.
 Twenty-three percent of the participants are deemed Excellent, twenty-six percent are
deemed Fair, fifteen percent are deemed Unfair, and thirty-five percent are deemed
None.
 21 percent of the participants are classified as PF 12% ESI 0.75%, and 27 percent are
classified as PF 8.33% fall into the ESI 3.25% group, 36% into the Both A & B
category, and 13% into the All the aforementioned combination.
 24.1% have complied, 26.3% have not, 29.3% have decided to disregard, and 9.0% are
unable to comply since it goes against business policy.
 Just 3% of poll takers are in agreement, 15% are uncertain, 54% are unsure but in the
centre, and 3% are vehemently opposed or agree.
 The current sick leave percentage for the participants is 15.8%, while 36.1% are on
privilege leave, 32.1% are on casual leave, and 15.8% are on all three types of leave.
 Twenty-three percent of participants consider it an urgent emergency, thirty-three
percent say it happens regularly, twenty-seven percent say they won't take time off, and
fifteen percent believe it's a chronic problem.
 Out of all the people that took the survey, 45.9% agreed, 3% disagreed, 12.8% were
undecided, 32.3% strongly agreed, and 6% vigorously disagreed.
 Out of all the people who participated in the study, 33.8% are managers, 26.8% are
deputy managers, and 13.5% are responsible for their own teams.
 18.6% of respondents cited the need to find a new job as their reason, 32.3% cited an
unfriendly work environment, 35.3% cited a desire to switch careers, and 13.5% cited a
desire to move.
 The following percentages of participants are resigning: 18.6% by email, 32.3%
physically, 35.3% not at all, and 13.5% not at all.
`

 Thirty-two percent of those who participated will be given a departure order, forty-five
percent will not, and twenty-three percent will get neither.
 Here is how the responses are broken down: 36.1 percent get it, 43.6 percent do not,
and 19.5 percent receive it in some other way.

SUGGESTIONS & RECOMMENDATIONS

 360-degree feedback or 180-degree feedback is used to assess an employee's

performance evaluation.
 The mentor system should be the organization's primary priority in order to assist
workers in advancing their careers.
 The organisation need to provide psychometric assessments to its staff.
 All staff, regardless of rank, should be required to undergo the training.
 The divisions need to have a positive outlook towards one another.
 The right kind of acknowledgement for workers' efforts and achievements should be
provided by the organisation.
 To enhance employee motivation, the organisation should implement a reward system
that is both flexible and fair.
 An organization-wide approach for communication that is both more open and
foolproof was established.
 filling the gap in the existing system.
 The procedure of administering wages and salaries need to be more scientific.
 Method that prioritises fair compensation for equal labour.
`

CONCLUSION

This Study shows that

 The company's policy encourages employees to improve themselves holistically via

opportunities for in-house and external training, reorientation, lateral mobility, and self-
motivation.
 In order to achieve greater organisational and personal success, the policy encourages
each individual to develop to his fullest potential in all areas.
 The Policy encourages teamwork as the main tool for all endeavours and fosters teams.
 The policy establishes a system of incentives, rewards, and control that is fair, based on
science, and objective.
 The policy's goal is to keep employees motivated and morale high by promptly and
properly recognising their valuable efforts.
 Are the workers in agreement with the aspect of their performance where they are
aware of the expectations placed on them?
 Employees comprehend the connection between their job objectives and the objectives
of the firm.
 Employees are motivated to give their all each and every day by the company.
 The communication and decision-making process is causing dissatisfaction among the
staff since it exposes organization-related information.
 Not enough credit and compensation are given to the workers for what they've done.
 The workers believe that their salaries do not adequately reflect the value they provide
to the company's achievements.
`

1. Name

2. Age

a) 20 – 30 years

b) 31 – 40 years

c) 41 – 50 years

d) 50 years and above

3. Gender

a) Male

b) Female

4. Educational Qualification

a) Under graduate

b) Post graduate

c) Diploma

d) Others

5. Department

a) Production

b) HR
`

c) Sales

d) Finance

e) Other

6. Designation

a) Assistant executive finance

b) HR managers

c) Production Head

d) Sales Executive

e) Others

7. Income

a) 10000 to 25000

b) 25000 to 45000

c) 45000 to 60000

d) 60000 and above

1. RECRUITMENT AND SELECTION

1. How do you search the jobs and get placement?

a) Placement cells

b) Through websites

c) Newspaper advertisement

d) Referrals

2. Which one of the letters you received from the company after your name
shortlisted?

a) Offer letter

b) Acceptance letter
`

c) Joining letter

d) None

3. Whether the recruitment team conducted an induction at the time of

joining if which one of the following

1. About Company

2. Product Training

3. Legal & Statutory legislation

4. None

4. Whether you satisfied with the recruitment team

a) Satisfied

b) Highly dissatisfied

c) Neither satisfied or nor dissatisfied

d) Highly satisfied

e) Dissatisfied

TRAINING AND DEVELOPMENT

1. Whether the company is conducting training on any areas such as Production,

Administration, Process if attendant which department related it was

a) HR & Admins

b) Finance

c) Production

d) Safety
`

2. Whether the trainer is component ant and Knowledge person and what
rate you will give the person

a) Excellent

b) Fair

c) Average

d) Poor

3. Based on the training conducted by the trainer on the areas can be shown
any development
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Strongly disagree
e) Disagree
4. If you want to attend further training what would be the areas you are
interested

a) Welfare

b) Fire and Safety

c) Management & Skills

d) Time Management

PERFORMANCE APPRAISAL

1. Whether the company is conducting performance appraisal for the

employees if so what basis

a) Monthly

b) Quarterly

c) Half yearly
`

d) Annually

2. Which Department is conducting Performance Appraisal is a

company?

a) Subordinates

b) HR & Admins

c) Finance

d) Production

3. Whether the Performance Appraisal conducting on what degrees of

appraisal

a) 80 %

b) 160 %

c) 320 %

d) 360 %

4. Who will be the final decision for the performance Appraisal made
by the Superiors?

a) Management

b) Manager

c) Reporting Manager

d) Others

STATUTORY COMPLIANCE

1. Whether the company created awareness on Social legislative during the joining
of a company if so, what is your feedback

a) Excellent
`

b) Fair

c) Unfair

d) None

2. Whether the Statutory Obligation

ofPF and ESI complied with the company

a) PF 12% ESI 0.75%

b) PF 8.33% ESI 3.25 %

c) Both A & B

d) All the above

3. Whether the profession tax contribution remitted the concerned authority by the
company

a) Complied

b) Not complied

c) Ignore

d) Company not willing

4. There is the equal contribution of 12% each from Employer and Employees
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Strongly disagree
e) Disagree

LEAVE POLICY

1) Do you aware about the leave policy in your company

a) Sick Leave

b) Privilege Leave
`

c) Casual Leave

d) All the above

2. Whether you will awhile the leave or not if so how

a) Chronically

b) Frequently

c) Will not take leave

d) Incase emergency situation

3. Are you feel your company leave policies are able to meet your
needs?
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Strongly disagree
e) Disagree

4. Whether your leave application shall be approved by whom

a) Managers

b) Deputy Managers

c) Management

d) On my own accord

EXIT POLICY

1. What is the reason for Quieting the Job

a) You’ r found a new job

b) Difficult work environment

 c) Career change

d) Relocation

2. Whether the Employees submitting their resignation at the time of leaving the
Employment

a) Sending through mails

b) Physical Resignation

c) No Resignation

d) No of the above

3. Whether the relieving order provided to the resigned employees at the time
of the date of leaving

a) Leaving order will be given

b) Leaving order will be not given

c) None of the above

4. Whether the company processing the full and final settlement during the time
of Exit

a) Given

b) Not given

c) None of the above