Ajay M Madhu 17xecmd004.pdf

PROJECT REPORT ON “A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES AT MANIKANDAN DUNAMIS PVT LTD, ERNAKULAM”

Submitted in Partial Fulfillment of the Requirement for the Award of the Degree of MASTER OF BUSINESS ADMINISTRATION OF BANGALORE UNIVERSITY

Submitted by AJAY M MADHU REG.NO: 17XECMD004

Under the Guidance of Prof. SWETHA M S HOD

Bangalore University 2017-2019

DECLARATION

I, Ajay M Madhu, hereby declare that the Project Report titled ‘A Study on Organizational HR Practices and Welfare Measures’ at Manikandan Dunamis Pvt Ltd, Ernakulam, submitted to the Bangalore University is a record of the original work done by me and no part of it has been submitted earlier for award of any Degree, Post-Graduation or similar title of any other University or Institution.

Date: Place: Bangalore (Reg.No.17XECMD004)

AJAY M MADHU

DrillBit Anti-Plagiarism Report

17XECMD002 By

17XECMD002

Document : 17XECMD002_DB.pdf (948 KB) Submission Id : 181225095813Submitted Date 25 Dec-2018 10:00:12

SIMILARITY REFERENCE

15 SIMILARITY %

32

0

MATCHED FILES

Sl.No LOCATION

1

49

ERRONEOUS WORDS

A

S-Good A-Satisfactory B-Upgrade C-Poor

GRADE

PRIMARY SOURCE

Uttarakhand Technical University Thesis

%

1

Published in inflibnet - www.inflibnet.ac.in Publication

2

30

Bharathiar University Article published in -

1

www.inflibnet.com Publication

3

22

Student Report Submitted to Bangalore University by - '161GCMD135' Yr - 2018

1

Student Paper

4

12

Student Report Submitted to Bangalore University by - '16YACMD100' Yr - 2018

<1

Student Paper.

A STUDY TO ASSESS THE AWARENESS LEVELS OF INVESTORS AND PROSPECTIVE I by KANAKARAO, K.V -

<1

ACKNOWLEDGEMENT

The writing of this dissertation has been a major academic endeavor I have ever had to face. I owe my deepest gratitude to the following people for their support, Patience and guidance which enabled me to complete the project successfully. I would like to thank Mr. Shiju A Pillai, HR manager Manikandan Dunamis Pvt Ltd and Ms. Akhila Babu, HR- Assistant Manager, for their guidance and support which rendered throughout the study. I would also thank all employees of Manikandan Dunamis Pvt Ltd for their kind cooperation for completion of this work. I am also indebted to Ms. Swetha M S my internal Faculty guide in putting together all the bits and pieces l brought in a raw data to her.

Yours sincerely Mr. AJAY M MADHU (Reg No: 17XECMD004)

Table of Content CHAPTER Chapter 1

Chapter 2

Chapter 3

Chapter 4

Chapter 5

TOPIC 1.1 Introduction

1

2.0 Profiles 2.1 Industry 2.2 Company

3 4-7 7-18

3.1 Research methodology 3.2 Need For study 3.3 Statement of the Problem 3.4 Objectives 3.5 Research 3.6 Research Design 4.1 Data

PAGE NO

Analysis

and interpretation

5.1 Findings, Recommendations & Conclusion 5.2 Bibliography 5.3 Appendix

20 20 20 21 21 21 27-42 43-46 47 48-50

LIST OF TABLES SL NO

TITLE

PAGE NO

1

HR Department’s Performance In Recruitment And Selection

28

2

Training Provided Helps In Better Performance In Your Job/Work

29

3

Performance Appraisal Meet Your Career Advancement

30

4

Employees Think That There Is Improvement In Performance

31

5

Feedback Is Beneficial For Improving Your Performance

32

6 7 8 9 10 11 12

Our Organization Follows The Policy Of Matching Pay With Performance The Existing Reward And Incentive Plans Do Not Motivate Us For Better Performance By HR Infrastructure Refers To HR Professionals Constantly Examining And Improving The HR Processes

34

Rate Your Company On The Basis Of HR Practices

36

1. Performance Standards Are Carefully Developed On The Basis Of Employees’ Opinion Employees Are Provided Performance Based Feedback And Counseling Which Of The HR Practices Are Followed In Your Organization

33

35

37 38 39

13

Financial Benefits

40

14

Are You Provided With Fair Compensation According To The Work Done By You

41

15

Is Performance Appraisal Done In Your Organization Fairly

42

LIST OF CHARTS SL NO

TITLE

PAGE NO

1

HR Department’s Performance In Recruitment And Selection

28

2

Training Provided Helps In Better Performance In Your Job/Work

29

3

Performance Appraisal Meet Your Career Advancement

30

4

Employees Think That There Is Improvement In Performance

31

5

Feedback Is Beneficial For Improving Your Performance

32

6 7 8 9 10 11 12

Our Organization Follows The Policy Of Matching Pay With Performance The Existing Reward And Incentive Plans Do Not Motivate Us For Better Performance By HR Infrastructure Refers To HR Professionals Constantly Examining And Improving The HR Processes

34

Rate Your Company On The Basis Of HR Practices

36

Performance Standards Are Carefully Developed On The Basis Of Employees’ Opinion Employees Are Provided Performance Based Feedback And Counseling Which Of The HR Practices Are Followed In Your Organization

33

35

37 38 39

13

Financial Benefits

40

14

Are You Provided With Fair Compensation According To The Work Done By You

41

15

Is Performance Appraisal Done In Your Organization Fairly

42

EXECUTIVE SUMMARY Researchers have done tremendous work on employee perception, HR practices and welfare measures. Some studies have determined the influence of welfare facilities on employee perception about the organization. Other studies have researched the extent of welfare measures experienced by employees (managers and workers) result in more productivity and the development of the organization. The review of literature in this chapter will highlight all such studies and provide an insight into the variables influencing welfare measures and employee perception about the HR practices. The “Study on organizational HR practices and welfare measures” tells whether employee welfare measures will make a positive perception about the organization to the employees or not.

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

CHAPTER 1 INTRODUCTION

1

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

CHAPTER 1 INTRODUCTION 1.1 INTRODUCTION TO STUDY Human Resources become full-fledged when they acquire functional skill and appropriate attitude. In the absence of required development, human beings could be liabilities at micro and macro level. In an organization, individuals rise to higher position based on their technical skills. They occupy higher position involving greater responsibility and skill, and they spend less and time for technical aspects and problems, but spend more time on the human side of the organization which demands distinct knowledge, abilities and skills that may be absent in them to the extent required. Human resources area unit data, skills, creative abilities, talents and attitudes obtained in the population; whereas from the viewpoint of the individual enterprise, they represent the total of the inherent abilities, acquired data and skills as exemplified within the skills and power of its staff. The human aspect of organizations has become very important over the years. HRM stresses on the motivation of staff by providing them numerous monetary and non- monetary incentives. Effective management of human resources promotes teamwork and team spirit among employees. Every business is made up of people and its human resources. An organization is nothing without human resources. Human resource management is about managing these people effectively. It is aimed at achieving business objectives through the best use of an organization’s human resources. Effective management of human resources is vital in all types and sizes of organizations. An organization may be attractive and potentially profitable. It cannot be successful unless there are men who can mobilize, organize and harness resources. Companies have considerable life; it is too easy to criticize the managers of the long years. But today the need of the hour is the proper HRM strategy and implementation, so that individuals will stress the organization towards prosperity and growth. Safety and welfare measures area unit inevitable to any organization wherever staff area unit concerned. An organization’s responsibility to its staff extends on the far side the payment of wages for his or her services. The employee’s safety and welfare on and off the job at intervals the organization could be a very important concern of the leader. Providing a secure and healthy atmosphere could be a pre-requisite for any productive effort. This study has been carried out in Manikandan Dunamis Private Limited, Ernakulam to examine its HR practices and welfare measures based on the topic “A Study on Employee Perception about Organizational HR Practices and Welfare Measures”.

2

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

CHAPTER 2 PROFILES

3

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

CHAPTER 2 PROFILES 2.1 INDUSTRY

RENEWABLE ENERGY INDUSTRY The renewable energy business is that the part of the energy business that specialize in new and applicable renewable energy technologies. Investors worldwide have paid larger attention to the present rising business in recent years. In several cases this has translated into fast renewable energy development and tidy business growth. The wind power and solar photovoltaic (PV) industries provide good examples of this.

Renewable energy industries expanded during most of 2008, and by August 2008, there were at least 160 publicly traded renewable energy companies with a market capitalization greater than $100 million. An estimated $120 billion was invested in renewable energy globally in 2008.

During 2006/2007, several renewable energy companies went through high profile Initial Public offerings (IPOs), resulting in market capitalization near or above $1 billion. These corporations included the solar PV companies First Solar (USA), Trina Solar (USA), Cento solar (Germany), and Renesola (UK), wind power company Iberdrola (Spain), and U.S. biofuels producers VeraSun Energy, Aventine, and pacific Ethanol.

Renewable energy industries expanded during most of 2008, with large increases in manufacturing capacity, diversification of manufacturing locations, and shifts in relationship. By August 2008, there were at least 160 publicly traded renewable energy companies with a market capitalization greater than $100 million. The number of corporations during this class has distended from around sixty in 2005.

Some $150 billion was invested in renewable energy globally in 2009, including new capacity (asset finance and projects) and biofuels refineries. This is more than double the 2006 investment in wind power, solar PV, and biofuels.

In 2000, risk capital (VC) investment in renewable energy was concerning 1 Chronicles of total VC

4

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

investment. In 2007 that figure was nearer to 10%, with solar energy alone creating up concerning three-d of the whole risk capital plus category of ~$33B. More than sixty start-ups are funded by VCs within the last 3 years. Venture capital and personal equity investments in renewable energy corporations exaggerated by 167 p.c in 2006, consistent with investment analysts at

New Energy Finance restricted. New investment into the sector jumped US$148 billion in 2007, up 60 per cent over 2006, noted a report by the Sustainable Energy Finance Initiative (SEFI). Wind energy attracted common fraction of the new capital and star twenty percent. But interest in star is growing speedily on the rear of major technological advances that saw star investment increase 254 per cent. The IEA predicts US$20 trillion will be invested into alternative energy projects over the next 22 years.

WIND POWER In December 2008, worldwide capacity of wind power was 122,000 MW, of which 28,190 MW capacities added in 2008.

Companies Vestas is that the largest turbine manufacturer within the world with a 2 hundredth market share in 2008. The company operates plants in Scandinavian country, Germany, India, Italy, Britain, Spain, Sweden, Norway, Australia and China, and employs more than 20,000 people globally. After a sales slump in 2005, Vestas recovered and was voted high inexperienced Company of 2006. GE Energy was the world’s second largest turbine manufacturer in 2008, with 19% market share. The company has installed over 5,500 wind turbines and 3,600 hydro turbines, and its installed capacity of renewable energy bought out Enron Wind in 2002 and also has nuclear energy operations in its portfolio. Gamesa, supported in 1976 with headquarters in Vitoria, Spain, was the world’s third largest wind turbine manufacturer in 2008, and it is also a major builder of wind farms. Gamesa’s main markets are within Europe, the US and China.

Other major alternative energy corporations embrace Siemens, Suzlon, Sinovel and Goldwind.

5

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

Trends Although the alternative energy business are going to be wedged by the worldwide monetary crisis in 2009 and 2010, a BTM Consult five year forecast up to 2013 projects substantial growth. Over the past 5 years the common growth in new installations has been twenty seven.6 per cent every year. In the forecast to 2013 the expected average annual rate is 15.7 per cent. More than two hundred GW of recent alternative energy capability might return on line before the end of 2013. Wind power market penetration is expected to reach 3.35 per cent by 2013 and 8 per cent by 2018. Offshore alternative energy installations ar rising, and up to date years have seen many hundred megawatts additional annually, principally in Europe.

PHOTOVOLTAICS Companies First star became the world’s largest electric cell maker in 2009, manufacturing some one,100 MW of product, with a thirteen market share. Suntech was in second place with a production of 595 MW in 2009 and market share of seven. Sharp star was way behind the leader with 580 MW of output.Q-Cells and its 540 MW output was fourth in 2009 Yingli inexperienced Energy, JA star Holdings, SunPower, Kyocera, Mo-tech Solar and Gin-tech rounded out the 2009 Top 10 ranking.

Trends Photovoltaic production has been increasing by a median of some twenty % annually since 2002, creating it the world’s fastest-growing energy technology. At the tip of 2009, the additive international PV installations surpassed twenty one,000 megawatts.

According to the China Greentech Report 2009, together issued by the PricewaterhouseCoopers and yankee Chamber of Commerce in Shanghai and free on ten Sept in Dalian, China, the estimated size of China’s green technology market could be between US$500 billion and US$1 trillion annually, or as much as 15 percent of China’s forecasted GDP, in 2013. With the positive drivers from the Chinese government’s policies to develop inexperienced technology answer, China

6

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

has already compete a a lot of necessary role in inexperienced technology market development. Following the announcements of the Chinese government in 2009 concerning the new grant theme of “Golden Sun” to support star business development in China, a number of the worldwide business players have declared their development plans during this region, like the agreement signed by LDK star relating to a star project in Jiangsu province with a complete capability of 500MW, manufacturing facilities of polysilicon ingots and wafers, PV cells and PV modules to be engineered by Yingli inexperienced Energy in Hainan Province and therefore the new skinny film producing plants of Tianwei Baoding and Anwell Technologies.

EMLPOYMENT

Renewable energy use trends to be more labor-intensive than fossil fuels, and so a transition toward renewable promises employment gains. Globally, about 2.3 million people work either directly in renewable or indirectly in supplier industries. The wind generation business employs some three hundred people, the PV sector accounts for calculable a hundred and seventy jobs, and the solar thermal industry accounts for about 624,000. More than one million jobs area unit settled within the biomass and biofuels sector.

2.2 COMPANY MANIKANDAN GROUP Manikandan cluster was supported within the year 1966 by our Late Chairman man. A. SRINIVASAN who was a visionary beyond measure. An automobile engineer by profession ANd an automobile aficionado by passion, he supported MANIKANDAN vehicles in 1966.

MILESTONE  In 1970 Established Manikandan Engineers, to undertake projects and share expertise with the Indian navy, Cochin shipyard, Cochin refineries, Port trust, FACT etc.  In 1987 Manikandan Motors becomes Kerala's first authorized service station for MARUTI SUZUKI.

7

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

 In 1989 Manikandan Automobiles become the only authorized service centre for ALLWYN NISSAN'S LCVS in Kerala.  In 1990 Established MANIKANDAN AUTOMOTIVES PVT.LTD. This becomes the authorized dealer for KINETIC HONDA scooters.  In 1993 MANIKANDAN AUTOMOTIVES PVT LTD becomes the authorized service centre for TELCO, and became automobile service partner to prominent industries like Kochi Refineries, Indian Navy, Cochin Port Trust, Fire Force Department, Indian Customs Department, etc  In 1997 Established RAJASREE MOTOR PVT Ltd which become one of India's first MERCEDES BENZ dealerships for passenger vehicle  In 2013 Established MANIKANDAN DUNAMIS PVT LTD became the Master Distributors of Trojan Batteries in India, Middle East, Sri Lanka, Maldives, Seychelles, and Mauritius.  In 2014 Established MANIKANDAN AUTOMOBILE PVT LTD which became the exclusive dealer for ISUZU passenger vehicle in Kerala.  In 2016 Established MANIKANDAN AUTOMOBILE PVT LTD which became the exclusive

dealer for Skoda Auto passenger vehicle in Kerala

MANAGEMENT

As Founder – Chairman, the Late Mr. Sreenivasan’s legacy to the company was one of the global competence and limitless passion, today his son’s, in their capacity as Managing director and Executive Director keep alive his visions.

Mr. S Sivakumar

Mr. S Krishnakumar

A Post Graduate in Business Administration

A qualified Engineer

8

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

MANIKANDAN GROUP

TROJAN BATTERY COMPANY  Founded in 1925  Worldwide leader and pioneer in the development of state-of-the-art deep cycle batteries  Four manufacturing facilities in the U.S.  World class service and technical support  Dedicated technical applications engineering support

9

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

TROJAN TODAY Over 600 employees and growing…. California manufacturing

170,000 sq. ft.

Lithonia, GA manufacturing

156,000 sq. ft.

Sandersville, GA manufacturing

176,000 sq. ft. Santa Fe Springs

Corporate offices

CA30, 000 sq. ft.

WORLD CLASS MANUFACTURING OPERATIONS

Grid Manufacturing/Pasting

COS Assembly

Curing Chambers

Formation

10

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

Approximately 15 days to produce a battery APPLICATION

 Lighting  Industrial Application  Communications  Telecom Network  Security  Residential Network  Inverter Ups Application  Residential Off grid  Micro-grids  Solar home systems  Golf and utility building  Areal work platform and Access  Floor machine  Marine and RV  Transportation

Why Choose Trojan Battery?

 Performance engineered for durability and reliability.  Trojan lasts longer than the competition.  Trojan provides more energy than the competition.  International distribution network.

11

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

 Global technical support.  Engineered Separator  Proprietary Maxguard® advanced design separator.  Multi-rib design.  Patented “S” pattern back web.

Why Is SC A Solution To The Problem?

12

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

Proof That the SC Solution Works

What Does SC Mean To The User?

•

Trojan RE and IND products with Smart Carbon will operate in PSOC conditions with no loss of capacity or performance.

•

Improved PSOC cycle life by about 15%.

•

Enhanced charge acceptance up to 15%.

•

IND cells without SC delivered 2,550 IEC 61427 cycles –adding carbon could increase that life by almost 400 cycles.

Solar Boat –Sunrider and Surya

Location-Kumarakom, Alleppey Year of Installation-2008

13

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

Hibiscus Villa The World‘s First Net Zero Home Stay-6 KW

6kWOff-gridThinFilmPanelSystemInAResidenceAtThaneermukkam, Kerala. Location Of Installation: Hibiscus Villa, Thannirumukam, Chertalla , Alapurzha District Kerala System Components

System type: Off Grid System 6 KW Thin Film Solar Modules (Getwatt) Inverter Capacity: 3kVa x 2 Off Grid Inverter (outback) MPPT Charge controller 4 KW x 2 Battery: 48V, 1196 AH Battery Bank (TROJAN)

Uniqueness of the system Reduces Carbon footprint by 3.456 Tons p.a Replaced Conventional Loads with Energy Efficient Loads Long Battery Life

Spice Village -Kumali, Kerala, 65 KW

•

The World ‘s First Net Zero Resort

•

56 cottage resort at Thekkady, Kerala

•

Elevation 3000 Feet Above MSL

•

65 kW Solar PV System Backed by a Bio Diesel Generator

•

Average Generation OF 5.2 KWhr per KW Installed

14

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

•

TROJAN INDUSTRIAL LINE BATTERY BANK –8454Ah@48V

•

8 Year Warranty

•

Supports all connected loads including Sewage Treatment Plant , water Pumps Electrical Kettles , Kitchen Loads Like Ovens , Grinder , Ventilation System

System Components •

65 KW thin Film (Getwatt) ,

•

SMC 7000 HV *9 (SMA)

•

Sunny Island 5048 * 9 (SMA

•

MulticlusterBox 12.3 (SMA)

•

Battery : 48 , 8454 AH (TROJAN)

Trojan Battery

15

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

Trojan Battery Models

TROJAN OEM PARTNERS

16

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

HR ACTIVITIES Induction

The effort of the organization is to ensure that each employee joining Manikandan Dunamis will be made aware of the company’s business, policies and processes within the 1st month of joining. New employees will be introduced to the key contacts in the branch/ at the location as soon as they join the company.

Over Time Policy (Technicians) OT effective from - 2 hours prior and 2 hours after the shift timing OT allowance - 1 times of per hour basic pay Golf and Utility Vehicles / NEV Built to deliver superior performance, sturdiness and dependability, these batteries utilize the very best quality parts and meet the challenges of the toughest, hilliest courses within the world. Trolling the lake for the prize-winning bass, driving race for the annual self-propelled vehicle rally, trucking your gear for a weekend of inhabitation or sailing the ocean on a breezy summer’s

17

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

day … no matter your passion nothing brings you nearer to the nice outdoors than enjoying it from your favorite boat or self-propelled vehicle. Since 1925, Trojan’s deep-cycle batteries have met the stress of the avid RV’er and recreational boater..



Reliant AGM with C-Max Technology is built with a complicated feature set that has outstanding sustained performance and total energy output, delivering the exceptional quality and dependability Trojan batteries square measure known for.



Trojan batteries feature our proprietary Maxguard T2 apparatus and exclusive Alpha plus Paste with T2 Technology which give multiplied battery life, extended run time and faded maintenance.



Durability, dependability and performance mean less hours of unplanned period and a lot of productive hours on the job!



Learn about our AC Series batteries that are specifically designed for Aerial Work Platform applications.



Selected deep-cycle batteries square measure accessible in extra-durable Polyon cases for significant service applications.

Simplify your battery maintenance routine with HydroLink watering permits you to chop down battery watering time whereas increasing the performance and lifetime of Trojan’s deep-cycle flooded batteries. HydroLink is intended for Trojan’s 6-volt, 8-volt and 12-volt flooded batteries and takes the estimate out of the watering method. Once put in, an entire set of batteries is stuffed in

but

thirty

seconds.

Floor Machine Top Floor scrubber and sweeper manufacturers, as well as maintenance companies, trust Trojan’s deep-cycle batteries to deliver reliable power for uninterrupted operation of their floor cleaning equipment. Follow their lead and replace your batteries with Trojan deep-cycle battery product. They’ll give you the power to shine!.  Reliant™ AGM with C-Max Technology is built with a complicated feature set that gives outstanding sustained performance and total energy output, delivering the exceptional quality and reliability Trojan batteries are known for.

18

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

 Trojan batteries feature our proprietary Maxguard T2 Separator and exclusive Alpha Plus with T2 Technology which provide increased battery life, extended run time and decreased maintenance.  Durability, reliableness and performance mean less unplanned time period and magnified come back on our battery investment!  Learn about our AC Series that has been specifically designed for Floor Machine applications.  3 New EU (DIM) size batteries: Ideal article of furniture for BCI and nut standards.

Selected models are available in extra-durable Polyon cases for heavy service applications.

Simplify your battery maintenance routine with HydroLink. The HydroLink watering system permits you to chop down battery watering time whereas increasing the performance and lifetime of Trojan’s deep-cycle flooded batteries. HydroLink is intended for Trojan’s 6-volt, 8-volt and 12volt flooded batteries and takes the guesswork out of the watering process. Once put in, a whole set of batteries is stuffed in but thirty seconds.

19

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

CHAPTER 3 RESEARCH METHODOLOGY

20

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

CHAPTER 3 RESEARCH METHODOLOGY 3.1 INTRODUCTION In any organization employees are considered as an essential strategic asset. Therefore, employees could be a competitive advantage if their organization provides more attention and investment in developing employee’s skills at the workplace. Humans are considered as the most important asset of an organization; therefore need to be properly managed by different HR practices. Hence the effective execution of HRM practices in organizations is the main foundation in order to create a unique edge and it has positive relation with the company performance. Employees can be retained through HR practices. HRM is designed to managing people effectively for brighten their performance. The main goal is to establish a more open and considerate management style so that staff will be motivated, developed and manage in a way that they can give of their best to support the department objectives.

3.2 NEED FOR STUDY-

HR practices are to be studied to explore the concomitant areas for extending the scope of employee performance as a major domain of human resource effectiveness. Organizations have to gear up of new and innovative HR practices to survive and flourish in today’s hyper competitive business environment. In this survey, HR is expected to play a vital role in helping organizations to overcome these challenges.

3.3 STATEMENT OF PROBLEM HRM has made significant inroads into the Dunamis pvt ltd. The enormous benefits of properly managing human resource cannot be over emphasized. Inappropriate HRM policies and practices of dunamis can be attributed to the non- existence of HRM specialists or HRM departments. Efficient management may not be possible without efficient and skilled man power which can be developed by HR practices. The present study is aimed to bring out the HR practices and to study their relation and impact on employee performance with special reference to Manikandan Dunamis pvt. Lt. ernakulam.

21

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

3.4 OBJECTIVES

1. To evaluate performance of employees in organization. 2. To study the competitive environment that persistently improving performance of their employees by improving HR practices. 3. To determine the relationship between HR practices and employee performance.

3.5 Research Methodology 

Descriptive Research

It’s aimed to find the complete description about an existing problem of phenomenon.

3.6 Research Design It is descriptive. A survey research process was the basic research design. I interact with personally to people through the questions filling method. Questionnaire is having questions regarding the respondent’s basic information such as contact details, designation, what type of information they want from Cooperative society, what types of documents they check while searching to become a member, what type of marketing strategy attract them.

SOURCE OF DATA Primary Data Collection 1.

Direct interview.

2.

Questionnaire.

Secondary Data Collection 1.

Books

2.

Magazines

3.

Editorials

4.

Internet

5.

Company’s broachers

22

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

Sample Design Population Study of the geographical area comprises of Kerala. Sample Size Survey

Sample

design:

questionnaire

Sample size: 70 respondents Sample unit: Employees.

TOOLS FOR DATA COLLECTION

1. Primary data 2. Secondary data

LIMITATIONS OF THE STUDY The study conducted can be implied only to Manikan Dumanis Pvt Ltd and hence cannot be generalized. The study is conducted for a short span of one month. The Analysis and interpretations are based on the data provided by respondents.

RESEARCH DESIGN The research design is the conceptual structure with in which research will be conducted. Research design is a frame work or blue print for the conducting the research. It is a logical and a systematic planning and directing a piece of research. Descriptive analysis has been applied, which is also known as statistical research, describes data and characteristics about the population or phenomenon being studied.

METHOD OF DATA COLLECTION

To cater the need of the research I have used primary (self-constructed structured Questionnaire). Primary data is collected directly from the employees by means of holding discussions with them and through direct observations. Direct enquires to seniors officers

23

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

were a reliable source of information. Secondary data were collected from brouchers, magazines, manuals, and articles, annual reports of the company, website and other document of the company.

PROBLEM STATEMENT The term HRM broadly denotes everything that is concerned with the development of human resources in some way or the “Human resource management”, could be defined as, organized learning experience in a define period to increase the possibility of improving job performance growth. India has the largest number of engineer’s technicians, doctors, lawyers and other professionals. The investment made both in public and private sector units and all organization should field decent returns. This demands not only advanced technology but also efficient human resource with skills, knowledge, right attitude and devotion to accomplish the objectives in the optimal manner. It highlights the importance and the significance of HRM in India, which has to play a vital role in correcting the situation. The managers in India are quite alive to the aspect of HRM. Accordingly, the importance has been given, with hiring, motivating and maintaining people in an organization. It focuses on human resources and improving their capabilities for development with quality. Satisfying or fulfilling the safety and security needs of the employees, would give them a better motivation and more time to concentrate on job performance. A voluntary approach on the part of the management to offer welfare programmes which are over and above what is laid down by the law would boost the morale of the workers and encourage them to perform higher.

LITERATURE REVIEW The related previous studies are given below:

T. Jogaiah (1990) examined the rigorous and an in-depth research study of training and development of executives in the Indian Power Sector, the first of its kind in the country. Apart from providing a strong theoretical and conceptual foundation on training and development of executives, it covered an exhaustive study of the Power Sector problems and prospects concerning personnel policies, HRD, policies and practices relating to executive training and development and institutional training network in the power sector. It embodied the results of

24

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

a probe into the execut.ve training and development methods, techniques, achievements and failures of Andra Pradesh State Electricity Board. The views of top, middle and lower level executives, executives concerned, the training faculty and executives' associations are also incorporated to present a diversified account of their assessment of the Electricity Boards' policies and practices in India. M.R.R. Nair and T.V. Rao (1990) an edited compendium, focused on chief executives' views and experiences on HRD. It also dealt with the HRD philosophy, importance, macro level issues, expectations of like managers and workers from HRD, role of HRD managers, dimensions of developing HRM facilitators and programmes. Arvindrai Desai (1990) in his study, “An empirical study of relation of job involvements to job satisfaction of supervisory and non-supervisory staff in textile mills” revealed that the job variables of challenge and authority were strongly related to job satisfaction changes of rising in organisational hierarchy was related strongly to job satisfaction in their job involvement. T.V. Roa (1991) an edited compendium, started with a conceptual framework on development and integrated HRD and ended with an account of research in HRD. It also focus on HRD instruments like performance appraisal, potential appraisal, counseling, training rewards and implementation of the same in different organizations. It also dealt with HRD in government systems, primarily focused on educational system.

Santrupt Misra (1992) was an empirical research study of Orissa Education Service. This study dealt with theoretical perspectives of human resources and education, recruitment, selection, induction and placement, training and development of teaching personnel, their motivation, integration and job satisfaction, performance appraisal, career development, discipline and grievance handling. Since the Research Study was operational in nature, a number of suggestions have also been offered on the basis of findings. Udhar and Rajnish (1992) conducted a study on “job involvement job satisfaction and some demographic correlates: A study of academicians: the study showed that among the various demographic variables age has no direct import on job satisfaction on employees”. M.G. Rao (1993) a compendium, threw light on the complexities of managing human beings in the present day organizations. The various aspects of HRD in relation to small scale units operating in industrial estates have been presented initially, followed by theoretical

25

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

presentation on HRM, different aspects of training, organizational development, employee participation, etc. The effects of training and workers developmental activities have also been put to close examination. It also attempted to find how the employee-related activities flourish in various other sectors like urban government, co- operative, informal sector and small scale sector. P. Subba Rao (1993) a compendium, presented the various developments in the HRM in a comprehensive form. It is also attempted to look into the recent trends in the Human Resource Function with a view to outline the future enhancement that are likely to take place in the years ahead. It conjointly mentioned in an exceedingly lucid manner the topics like job analysis, job analysis, worker advantages, enlisting and choice, line workers conflicts, social responsibility policies together with different current topics such as organizational culture and climate, organizational politics, organizational effectiveness, followership, participative management, dual career problems, quality of work life, quality circles and organizational development. Miss B. Charumathi (1994) conducted a comparative study on HRD in select public Sector and Private Sector Bank in Tamil Nadu in 1994. She has analyzed Indian Bank and Indian Overseas Bank in Public Sector and Lakshmi Vilas Bank and Karur Vysya Bank in Private Sector. She found that the HRM tasks relating to Supporting of Unions and associations are adequately performed in both the group of banks. Joshi and Sharma (1997) conducted an investigation “Determinants of managerial satisfaction in a private organization” which revealed that co-textual factors do have major role to play on job satisfaction. Co-textual factors job content training together account for more than half for the variance of job satisfaction. There are 15 variables were found significantly related to job satisfactions, which are scope for advancement.

Mahavir Singh’s (1998) Conducted research on organizational climate in libraries, have added the objectives to study demographic factors and organizational climate dimension for job involvement among the library professionals. The result showed that, there is no significant has relation between age, experience, salary and job involvement. The relationship between job involvement and organizational climate indicated that there is a negative between the two.

26

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

CHAPTER – 4 DATA ANALYSISAND INTERPRETATION

27

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

CHAPTER – 4 DATA ANALYSISAND INTERPRETATION The chapter illustrates that information acquired through the questionnaire for the research. The findings have been stated as per the results obtained through tests like correlation, percentage analysis. The major purpose the research was to find the relationship between two variables employee perception and welfare measures.

4.1 Diagrammatic representation of data 1. Table Showing Employees rating on HR department’s performance in recruitment and selection Opinion

No. of respondent

Percentage

Excellent

32

45

Adequate

27

39

Poor

11

16

Total

70

100

Table: 1

Percentage Poor 16% Excellent 45% Adequate 39%

Chart: 1 Interpretation: From the figure it can be interpreted that 45% of the respondent agree that the HR department’s performance in recruitment and selection is excellent, and 39% of the respondents are neutral about this statement that is they don’t have an answer to this statement, 46% of the respondents say that it is poor

28

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

2. Table Showing Training which provided helps in better performance in your job/work.

Opinion

No of respondents

Percentage

Strongly Agree

20

29

Agree

43

61

Neutral

6

9

Disagree

1

1

Strongly Disagree

0

0

Total

70

100 Table: 2

No of respondents

80 60 40 20 No of respondents

0 Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

No of respondents

Chart: 2 Interpretation: The above figure shows that about 61% of the respondents have agreed that the training which provided helps in better performance in your job/work. 29% of the respondents have strongly agreed with that and 9% have neutral opinion and only 1% has disagreed with that.

29

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

3. Table Showing Present performance appraisals meet your career advancement.

Opinion

No of respondents

Percentage

Yes

62

89

No

8

11

Total

70

100 Table: 3

Chart: 3 Interpretation:

From the above figure it can be interpreted that 89% of the respondents are agreed that they are they are satisfied with the present performance appraisal meet their career advancement and 11% have disagreed with this opinion.

30

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

4. Table Showing Employees think that there is improvement in performance.

Opinion

No

of Percentage

respondents Excellent

25

36

Above average

37

53

Average

4

6

Below average

4

6

Unsatisfied

0

0

Total

70

100

Table: 4

Respondents Unsatisfied Below average Average Above average Excellent 0

10

Excellent Percentage

36

20 Above average 53

30 Average 6

40 Below average 6

50

60

Unsatisfied 0

Chart: 4 Interpretation: From the above figure 36% of the respondents have agreed that they are satisfied with improvement in performance of employees. 53% are above average that they are satisfied with the Employees improvement in performance.

31

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

5. Table Showing Feedback is beneficial for improving your performance. Opinion

No of respondents

Percentage

Strongly Agree

45

64

Agree

22

31

Neutral

3

4

Disagree

0

0

Strongly Disagree

0

0

Total

70

100

Table: 5

N of Respondents 50 40 30 Percentage

20 10 0 Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

Chart: 5 Interpretation: From the above figure it can be interpreted that 64% of the respondents strongly agreed that they are satisfied with the Feedback is beneficial for improving their performance in the organization. 31% of respondents are agreed with they are satisfied. Only 4% of respondents are neutral opinion with this. Neither can disagree and strongly disagreed with that statement

32

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

6. Table Showing Our organization follows the policy of matching pay with performance.

Opinion

No of respondents

Percentage

Strongly Agree

36

52

Agree

28

40

Neutral

5

7

Disagree

1

1

Strongly Disagree

0

0

Total

70

100

Table: 6

Respondents 0% 7% 1%

Strongly Agree Agree 40%

52%

Neutral

Disagree Strongly Disagree

Chart: 6 Interpretation: From the above figure it can be interpreted that 52% of the respondents have strongly agreed that they are satisfied with the organization follows the policy of matching pay with performance. 40% of the respondents are agreed that they are also satisfied with the policy of matching pay with performance. 7% of the respondents are neutral and only 1% are disagree with that. No respondents are strongly disagreed with that statement. 33

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

7. Table Showing The existing reward and incentive plans do not motivate us for better performance.

Opinion

No of respondents

Percentage

Strongly Agree

0

0

Agree

1

1

Neutral

5

7

Disagree

27

39

Strongly Disagree

37

53

Total

70

100 Table: 7

Percentage 60

50

53

40 39

30

Percentage

20 10 0

0

1

7

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

Chart: 7

Interpretation: From the above figure shows that 53 % of employees have strongly disagreed to the above statement, which means that the existing incentive plan motivates the employees for better performance.

34

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

8. Table Showing Rate your company on the basis of HR practices

Opinion

No

of Percentage

respondents Excellent

37

53

Above average

23

33

Average

7

10

Below average

3

4

Unsatisfied

0

0

Total

70

100 Table: 8

Percentage Excellent

Above average 10%

Average

Below average

Unsatisfied

4% 0%

53%

33%

Chart: 8

Interpretation:

From the above figure shows that 53% of the respondents have strongly agreed that they are satisfied with HR practices in the organization. 33% are above average that they are satisfied with the HR practices. 10% and 4% employees opinion are average and below average. Neither can be unsatisfied with that opinion.

35

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

9. Table Showing By HR infrastructure refers to HR professionals constantly examining and improving the HR processes

Opinion

No of respondents

Percentage

Strongly Agree

20

29

Agree

42

60

Neutral

7

10

Disagree

1

1

Strongly Disagree

0

0

Total

70

100 Table: 9

60 60 50 40

29

30 20

10

1

10

0

0 Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

Percentage

Chart: 9

Interpretation:

From the figure it can be interpreted that 29% of the respondents have strongly agreed that they are satisfied with the HR infrastructure refers to HR professionals constantly examining and improving the HR processes. 60% of the respondents have agreed that they are also satisfied with that opinion. 10% of the respondents are neutral and only 1% are disagree with that. No respondents have strongly disagreed with that opinion.

36

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

10. Table Showing Performance standards are carefully developed on the basis of employees’ opinion

Opinion

No

of Percentage

respondents Strongly Agree

20

29

Agree

19

27

Neutral

28

40

Disagree

3

4

Strongly Disagree

0

0

Total

70

100 Table: 10

Percentage Axis Title

40 30 20 10 0

Strongly Agree Percentage 29

Agree

Neutral

Disagree

27

40

4

Strongly Disagree 0

Chart: 10 Interpretation:

From the figure it can be interpreted that 29% of the respondents have strongly agreed that they are satisfied with Performance standards that are carefully developed on the basis of employees’ opinion. 27% of the respondents are agreed that they are also satisfied with that opinion. 40% of the respondents are neutral and only 4% are disagree with that. No respondents have strongly disagreed with that opinion.

37

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

11. Table Showing Employees are provided performance based feedback and counseling.

Opinion

No of respondents

Percentage

Yes

57

81

No

13

19

Total

70

100 Table: 11

No. of Respondents

No

Percentage Yes

0

20

40

60

80

100

Chart: 11

Interpretation:

From the figure it can be interpreted that 81% of the respondents have agreed that Employees are provided performance based feedback and counseling 19% have disagreed with this statement.

38

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

12. Table Showing Which of the HR practices are followed in your organization Yes

No

Induction

47

23

Fair wages

63

7

Bonus

70

0

Training

70

0

Job rotation

20

50

Performance appraisal

61

9

Knowledge sharing

46

24

Safety

70

0

Table: 12

No of Respondence Yes 70

63

No

70

70

61 50

47 23

46 24

20 7

0

0

9

0

Chart: 12 Interpretation:

From the above graph it can be interpreted that almost all the hr practices are applied in the organization except few. Job rotation is the least applied hr practice in the organization.

39

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

13. Table Showing Financial benefits of the employees. Good

Average

Poor

Negligible

Wages

46

15

4

5

Incentives

32

29

3

6

Overtime

18

39

4

9

32

30

2

6

allowances Bonus

Table: 13

No of Respondents 7% 6% Good Average

21%

Poor 66%

Negligible

Chart: 13

Interpretation: From the above figure shows that Employees do enjoy financial benefits that are earned by the organization as a whole, which can be clearly understood by the response of the employees from the above graphs which shows that 66% employees say that there is good financial benefits in the organization.

40

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

14. Table Showing that Are you provided with fair compensation according to the work done by you

Opinion

No of respondents

Percentage

Yes

61

87

No

9

13

Total

70

100

Table: 14

No of Respondence

No

13

Percentage Yes

87

0

20

40

60

80

100

Chart: 14

Interpretation:

From the figure it can be interpreted that 87% of the respondents have agreed that Employees are provided with fair compensation according to the work done by them, whereas only 13% have disagreed with this statement.

41

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

15. Table Showing Is performance appraisal done in your organization fairly Opinion

No of respondents

Percentage

Strongly Agree

29

41

Agree

33

47

Neutral

5

7

Disagree

3

4

Strongly Disagree

0

0

Total

70

100 Table: 15

No of Respondence Percentage 47 41

7

Strongly Agree

Agree

Neutral

4

Disagree

0

Strongly Disagree

Chart: 15 Interpretation: From the figure it can be interpreted that 41% of the respondents are strongly agreed that performance appraisal done in organization are fairly. 47% of the respondents are agreed that they are also satisfied with that opinion. 7% of the respondents are neutral and only 4% are disagree with that. No respondents have strongly disagreed with this statement

42

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

CHAPTER – 5 FINDINGS, RECOMMENDATIONS & CONCLUSION

43

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

CHAPTER – 5 FINDINGS, RECOMMENDATIONS & CONCLUSION 5.1 FINDINGS 

Most of the employees are satisfied with the HR practices and welfare measures provided by the organization.



HR department effectively providing welfare measures to the employees.



The present study will also highlight the importance of good and satisfactory HRM practices helps the management and the co-workers to work effectively.



Most of the employees are satisfied with the performance appraisal which is offered by the company.



Most of the employees are satisfied with the salary which they receive for their job in the company.



Most of the employees said that the performance appraisal mechanism of the organization is fair.



The employees are agreed that the company provide training facility provided to the new employees.



The overall satisfaction about the HR practices and the welfare measures of the company is satisfactory to the employees.



Most of the employees think that their performance has been improved because of the hr practices that are being followed by the company.



It is found that employees are able to improve their performance because of the regular feedback and counseling given to them.



Majority of the respondents are having the opinion that the HR professionals examine the HR practices regularly and it leads to improvement in hr process.



Majority of the respondents agree to the fact that performance standards are developed only after considering employees performance.



Majority of the employees are of the opinion that there is improve in the performance of the employees.

44

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

SUGGESTIONS



Organization should give employee recognition for their best performance, so they can motivate and thereby increase the productivity of the organization.



Interdependency of different departments should be well studied and coordinated for effective output.



Employees should create a good working environment by maintaining good relations with the co-workers and management.



Most of the employees have agreed to the fact that the job rotation is not practiced in the organization

which

needs

to

be

improved

45

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

CONCLUSION

The project entitled “A study on organizational HR practices and welfare measures” at “Manikandan Dunamis Pvt Ltd, Ernakulam” was done on last month. The objective of the study is to find out the employee perception about the HR practices and welfare measures adopted by the company. For conducting the analysis, hypothesis is set and two variables are selected for the analysis: one dependent and one independent variable. The dependent variable is the employee perception and independent variable is welfare measures of the organization. In the hypothesis the relation of the two variables are positive; that is, higher the effectiveness of welfare measures result in higher the perception of employees. So for conducting the analysis the statistical tool SPSS is used and correlation and percentage analysis are used to find out the result. The total number of population is 100 and taken the sample of 70 employees. After conducting the analysis, the result is proved that as same as in the hypothesis. The employees in the organization are satisfied with the HR practices and welfare measures adopted by the organization. The organization is focused on employee welfare and thereby enhancing the productivity of the organization and it will result in customer loyalty. HR Department is working for the overall growth and development of the employees and thereby the development of the organization.

46

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

5.2 BIBLIOGRAPHY • Jogaiah T. - Frontier of Management Science - coaching and Development of Executives – 1990. • Nair, M. R. R., & Rao, T. V. (1990). Excellence Through Human Resource Development: up Productivity and fight. • Arvindrai. N. Desai, “An Empirical Study of relationship of Job Involvement to Job Satisfaction of Supervisors and Non-Supervisors Staff in Textile Mills”, Ashish Publishing, New Delhi, 1990. • Rao, T. (1991). Readings in human resource development. Oxford and IBH Publishing. • Misra, S. (1992). Human Resource Management in Public Service. Mittal Publications. • Dhar, W., & Jain, R. (1992). Job involvement, job satisfaction and some demographic correlates: Indian Journal of Psychology, 67(1), 5-10. • J.Christopher Abele, Andrea E.Dette, “A study on Job Satisfaction is a Central Construct”, Journal of Psychology, Vol.7(3), Apr 2006, pp. 101-107. • Turner, H.James “A study on Insurance Agents Job Satisfaction”, Journal of Academy of Business and Economics, Vol. 32, 2007, pp. 83-85.

BOOKS •Khanka S.S, (2003). Human Resource Management, S. Chand & Company Ltd, •Aswathappa K., (2004). Human Resource and Personnel Management, Tata McGraw Hill Publishing Company Ltd •Mamoria C.B and Gankar S.V., (2002). Personnel Management, Himalaya Publishing House

WEBSITES https://en.wikipedia.org/wiki/Renewable_energy www.mdplglobal.com/

47

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

5.3 APPENDIX QUESTIONNAIRE FOR ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES 1.Name

:

2.Age Under 21

21-30

31-40

41-50

51 or Older 3.Gender Male

: Female

4.Highest educational Qualification : (i) SSLC (ii) Plus Two (iii)Diploma (iv) Graduation - Technical (v) Graduation- Non Technical (vi) Above Graduation and Post-Graduation 5.How many years of experience you have in this organization? Below 2years

2-6 years

7-10 years

11-14 years

More than 14 years 6.Monthly Income Below 10000 30001-40000

10000-20000

20001-30000

Above 40000

7.How would you rate the HR department’s performance in recruitment and selection? Poor

Adequate

Excellent

8.Do you agree that training provided helps in better performance in your job/work‘? Strongly agree

Agree

Neutral

Disagree

Strongly disagree

48

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

9.Does the present performance appraisal meet your career advancement? Yes

No

10. Employees think that there is improvement in performance Excellent

Above average

Below average

Unsatisfied

Average

11. Feedback is beneficial for improving your performance? Strongly agree

Agree

Neutral

Disagree

Strongly disagree 12. Our organization follows the policy of matching pay with performance. Strongly agree

Agree

Neutral

Disagree

Strongly disagree 13. The existing reward and incentive plans do not motivate us for better performance. Strongly agree

Agree

Neutral

Disagree

Strongly disagree 14. By HR infrastructure refers to HR professionals constantly examining and improving the HR processes Strongly agree

Agree

Neutral

Disagree

Strongly disagree 15.

16.

Rate your company on the basis of HR practices Excellent

Above average

Below average

Unsatisfied

Average

Performance standards are carefully developed on the basis of employees’ opinion 49

“A STUDY ON ORGANIZATIONAL HR PRACTICES AND WELFARE MEASURES”

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

17.

Employees are provided performance based feedback and counseling.

Yes 18.

No Which of the HR practices are followed in your organization.

Yes

No

Induction Fair wages Bonus Training Job rotation Performance appraisal Knowledge sharing Safety

19.

Financial benefits: Good

Average

Poor

Negligible

Wages Incentives Overtime allowances Bonus 20.

Are you provided with fair compensation according to the work done by you?

Yes 21.

No Is performance appraisal done in your organization fairly?

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

50