Job Analysis Pdf.docx

A STUDY ON

“JOB ANALYSIS” with special reference to

HERITAGE A project Report Submitted to Jawaharlal Nehru Technological University, Kakinada, In Partial fulfillment of the award of the degree of MASTER OF BUSINESS ADMINISTRATION Submitted By

K. TERESA KUTTI (REGD No: 17A91E0055) Under the Esteemed Guidance of Dr.T.Durga PrasadM.Com, MBA, PhD Associate Professor

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DEPARTMENT OF MANAGEMENT STUDIES Aditya Engineering College.

DECLARATION I hereby declare that this project titled ”JOB ANALYSIS” with reference to “BHARAT SANCHAR NIGAM LTD, RAJAMAHENDRAVARAM” submitted by me towards the partial

fulfillment for the requirement of the MASTER OF BUSINESS ADMINISTRATION degree in aditya engineeringcollege, surampalem affiliated to Jawaharlal Nehru Technological University, Kakinada is my own work and it is not submitted to any other university/institutions or published any were for the award of any degree or diploma.

Date:

(K.VENKATA VALLI)

Place: Surampalem

Regd: 17A91E0030.

ADITYA ENGINEERING COLLEGE (Approved by, AICTE, New Delhi & Affiliated to JNTU Kakinada) ADB ROAD, SURAMPALEM -533333 2

CERTIFICATE This is to certify that”K.VENKATA VALLI“his submitted report titled study on “RATIO ANALYSIS” with reference to“BHARAT SANCHAR NIGAM LTD, RAJAMAHENDRAVARAM”“in partial fulfillment of the requirement for the award of

the degree of “MASTER OF BUSINESS ADMINISTRATION ” in Aditya Engineering College Affiliated to JNTU, Kakinada during the period 2017-2019.

PROJECT GUIDE

HEAD OF THE Dept.

Dr. T.DURGA PRASAD

Dr. N. VISALAKSHI

EXTERNAL SIGNATURE ACKNOWLEDGEMENTS I feel it is my duty and honor to acknowledge all those who have extended their guidance and warm support in completing my project work

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I profoundly to thank Dr. T. Durga Prasad, Associate Professor, Aditya Engineering College under whose guidance made me a thorough and complete of my Project Work. I convey my proud gratitude to Mr. N.G.K MURTHY, Account Manager in Financial Department In BHARAT SANCHAR NIGAM LIMITED, RAJAMAHENDRAVARAMand employees of their valuable help during my project training. I thank them for their cooperation and suggestions given to me. It is my special thank to Dr. N. Vishalakshi, HOD, Aditya Global Business School for supporting & encouraging to doing my project. It is my great privilege to thank Smt. N. Suguna Reddy Garu, Director, Aditya Global Business School for her continuous support and encouragement in my endeavor. Firstly, it is my great honor to thank Sri N. Sesha Reddy Garu, Chairman, Aditya Group of Educational Institutions for providing state-of-the-art facilities, experienced and talented faculty members. Finally, I thank all the teaching and non-teaching staff members and my parents who extended their cordial and valuables.

K.VENKATA VALLI (17A91E0030)

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CHAPTER - 1 INTRODUCTION

INTRODUCTION: Job Analysis is the process of describing and recording aspects of jobs and specifying the skills and other requirements necessary to perform the job. Purpose 5

One of the main purposes of conducting job analysis is to prepare job description and job specification which in turn helps to acquire the right quality of employees into the organization. The general purpose of job analysis is to understand the requirements of a job and the work performed by the employees in the organization. Compensation plans, training need assessments, promotion criteria, developing performance appraisal, describing a job are performed for the later improvement of job and task analysis. In the fields of Human Resources (HR) and Industrial Psychology, job analysis is often used to gather information in aspects of

personnel selection, training, classification, and/or

compensation. The field of vocational rehabilitation uses job analysis to determine the physical requirements of a job to determine whether an individual who has suffered some moderate capacity is capable of performing the job with, or without, some accommodation. Professionals developing certificationexams use job analysis (often called something slightly different, such as “task analysis”) to determine the elements of the domain which must be sampled in order to create a content valid exam. When a job analysis is conducted for the purpose of valuing the job

NEED OF THE STUDY: 

Job analysis helps the organization in collecting the data and information of each employee in a systematic way.

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

It helps to solve the employee’s problems and the organization problems when the information is being collected.



It maintains the data relating to employee personal profile, career, and skill profile which helps them in growth.



It maintains a personal identification which helps to recognize through their codes.

Objectives of the study: 1. To Determine equitable wage differentials between different jobs in the organization 2. Why does the job exist? When is the job to be performed in Heritage? 7

3. To develop a consistent wage policy 4. To provide a framework for periodic review and revision of wages 5. What constitutes successful performance of job analysis? 6. To enable management to gauge and control the payroll costs 7. To minimize wage descriptions based on age, sex, caste, region, religion, creed etc.

Scope of the study The study with the prime objectives of ascertaining the employees towards the analyzation of jobs, which are required to perform their jobs effectively. In Heritage Foods (India) Limited. The survey was conducted on employees’ grades of heritage. The 8

questionnaire for this survey was framed considering on work graders of heritage. Thequestionnaire for this survey was framed considering toes factors where corrective action can be taken at heritage. From the result of the survey the hr. department can take corrective action to decrease absenteeism rate thereby increase their productivity and efficiency

METHODOLOGY

9

The

present

study

Hyderabad. The

has

been

online Interviews

conducted are

in

conducted

HERITAGE LIMITEDsituated through

questionnaire constitute the primary source of data for

a

at

properlyDesigned

the study.

Unit of study Two instruments are used; the first one is the management schedule to gather Information from management on different angles of organization.The second one intended to administer among the sample. Research & Design 1.

Research method - Survey

2.

Data collection Method: 

Primary source:



Secondary source :Company brochures , records , magazines (REINFOREC),

Structured closed ended questionnaire

Journals, Internet. 3. Research Instrument:

Personal Interview with aid

4. Sampling plan:

Size 100

5. Procedure:

simple random sampling

LIMITATIONS OF THE STUDY:

10

While

the

computerized

Human

Resource

Information

System, described Earlier, has

many benefits, it also has many problems, which need to be Addresses to before it can really be useful. Some of them are described below. (a) It can be expensive in terms of finance and manpower requirements.

(b) Often the personnel designing JOB ANALYSIS do not have a thorough Understanding of what constitutes quality information for the users. (c) Computers cannot substitute human beings. Human intervention will Always be necessary. Computers

can

at

best

aid the

human

effort. The Quality

of

response is dependent upon the accuracy of data input and Quires fired. The ‘Garbage-in Garbage-out’ is the key expression in any Computerized system. (d) In many organizations, the system is operated in batch mode with The

records

being

updated

once

a

week. Online

facility

in

multi

Environmental needs to be developed so that the reports generated are Not out of place with the

realities.

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CHAPTER - 2 INDUSTRY PROFILE

DAIRY HISTORY

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A dairy is a business enterprise introduced for harvesting and processing of animal milk. Milk producing animals are domesticated for thousands of years. Many countries produce their own milk products. In major milk processing countries, most of the milk is distributed through wholesale markets.As in many other branches of the food industry dairy processing countries has been rapidly increasing. Government interventions of milk markets has become common in 20 century. Through this processing of milk we can obtain items like for a short time we get yogurts, creams, and soft cheese and for s longer time the items are butter, milk powders, cheese and whey powders are being produced.

Industrial processing: Dairy plants process the raw milk they receive from farmers so as to extend its marketable life. The products are 1. Cream and butter 2. Skimmed milk 3. Casein 4. Cheese 5. Whey 6. Yogurt 7. Milk powder 8. Other milk products.

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Indian growth rate: India’s dairy industry is expected to maintain 15% compounded annual growth over 2016-2020 and attain a value of 9.4 trillion on raising consumerism. India has progressed from being deficient in milk production at 20 million in 1970 to becoming the worlds largest producer at 160 million accounting for 18.5% of global market. It is the worlds largest milk producer accounting for more than 13%of the worlds milk production. There are many opportunities and challenges in the Indian dairy industry. These are more cheap and nutritious food for millions of people in India. Before Indiamust always import milk from other countries till early seventies, but now with one operation flood program it changed and at present India is exporting to other countries.

Major dairies in India

Amul industries Pvt ltd It was founded in the year 1946. Its head quarters is located in Anand India. It is one of the top dairies in India. The leading company is managed by the cooperative board , the Gujarat cooperative milk. It offers various products like paneer, butter, cheese, ghee, ice cream, chocolate, milk powders.

Karnataka cooperative milk It is also one of the top dairy companies in India. The company has even reached in all the areas of Karnataka. It only promotes a quality product and it even distributes in remote areas. The products are paneer, curds, pedha, milk.

Kwality ltd It was started in 1992. It is one of the top dairy sector in India. It offers innovative products and enjoys a huge presence in northern India. It has a manufacturing unit in India.

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Mehsana district cooperative milk: It was founded in 1963. It is one of the top dairies in Asia. It is the member of state level Gujarat cooperative milk.

Heritage ltd: It is founded in 1992 and it is an public limited company. The dairy ranges of products are milk, curd, ice-cream, butter milk, flavored milk, dairy whitener, skim powder. Heritage by choosing Chittoor district of Andhra Pradesh as its primary procurement base of milk, had taken full advantage of the large yielding population found in India.

The dairy products include 1. Butter 2. Cheese 3. Cultured dairy 4. Frozen desserts 5. Ice-creams 6. Milk 7. Non Dairy beverages 8. Whey, milk powder 9. Sales data 10. International dairy products 11. New dairy products.

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RETAIL HISTORY: The Indian retail industry is one of the fifth largest industry in the world. Comparing with the organized and unorganized sectors, Indian retail industry is one of the fastest growing industries in India, especially over the last few years. Though initially, the retail industry in India was mostly unorganized,with the change of tastes and preferences of the consumers. At present the industry is getting more popular these days and getting wellorganized. With growing market demand, the industry is expected to grow at a pace of 25-30% annually. The India retail industry is expected to grow from Rs. 35,000 crores in 2004-05 to Rs. 109,000 crores by the year 2010.

Growth of Indian Retail According to the 8th Annual Global Retail Development Index (GRDI) of AT Kearney, India retail industry is the most auspicious emerging market for investment. In 2007, the retail trade in India had a share of 8-10% in the GDP (Gross Domestic Product) of the country. In 2009, it rose to 12%. It is also expected to reach 22% by 2010.

According to a report by North bride Capita, the India retail industry is expected to grow to US$ 700 billion by 2010. By the same time, the organized sector will be 20% of the total market share. It can be mentioned here that, the share of organized sector in 2007 was 7.5% of the total retail market.

Major Retailers in India Pantaloon: Pantaloon is one of the biggest retailers in India with more than 450 stores across the country. Headquartered in Mumbai, it has more than 5 million sq. ft retail space located across the country. It's growing at an enviable pace and is expected to reach 30 million sq. ft by the year 2010. In 2001, Pantaloon launched country's first hypermarket ‘Big Bazaar’. It has the following retail segments: 

Food & Grocery: Big Bazaar, Food Bazaar



Home Solutions: Hometown, Furniture Bazaar, Collection-i 16



Consumer Electronics: e-zone



Shoes: Shoe Factory



Books, Music & Gifts: Depot



Health & Beauty Care: Star, Sitara



E-tailing: Futurebazaar.com



Entertainment: Bowling Co.

Tata Group Tata group is another major player in Indian retail industry with its subsidiary Trent, which operates Westside and Star India Bazaar. Established in 1998, it also acquired the largest book and music retailer in India ‘Landmark’ in 2005. Trent owns over 4 lakh sq. ft retail space across the country.

RPG Group RPG Group is one of the earlier entrants in the Indian retail market, when it came into food & grocery retailing in 1996 with its retail Foodworld stores. Later it also opened the pharmacy and beauty care outlets ‘Health & Glow’.

Reliance Reliance is one of the biggest players in Indian retail industry. More than 300 Reliance Fresh stores and Reliance Mart are quite popular in the Indian retail market. It's expecting its sales to reach Rs. 90,000 crores by 2010.

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AV Birla Group AV Birla Group has a strong presence in Indian apparel retailing. The brands like Louis Phillipe, Allen Solly, Van Heusen, Peter England are quite popular. It's also investing in other segments of retail. It will invest Rs. 8000-9000 crores by 2010.

Retail formats in India

Hypermarts/supermarkets: large self-servicing outlets offering products from a variety of categories. 

Mom-and-pop stores: they are family owned business catering to small sections; they are individually handled retail outlets and have a personal touch.



Departmental stores: are general retail merchandisers offering quality products and services.



Convenience stores: are located in residential areas with slightly higher prices goods due to the convenience offered.



Shopping malls: the biggest form of retail in India, malls offers customers a mix of all types of products and services including entertainment and food under a single roof.



E-trailers: are retailers providing online buying and selling of products and services.



Discount stores: these are factory outlets that give discount on the MRP.



Vending: it is a relatively new entry, in the retail sector. Here beverages, snacks and other small items can be bought via vending machine.



Category killers: small specialty stores that offer a variety of categories. They are known as category killers as they focus on specific categories, such as electronics and sporting goods. This is also known as Multi Brand Outlets or MBO's.

Specialty stores: are retail chains dealing in specific categories and provide deep assortment. Mumbai's Crossword Book Store and RPG's Music World are a couple of examples. Challenges facing Indian retail industry

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

The tax structure in India favors small retail business



Lack of adequate infrastructure facilities



High cost of real estate



Dissimilarity in consumer groups



Restrictions in Foreign Direct Investment



Shortage of retail study options



Shortage of trained manpower



Low retail management skill

The Future

The retail industry in India is currently growing at a great pace and is expected to go up to US$ 833 billion by the year 2013. It is further expected to reach US$ 1.3 trillion by the year 2018 at a CAGR of 10%. As the country has got a high growth rates, the consumer spending has also gone up and is also expected to go up further in the future. In the last four year, the consumer spending in India climbed up to 75%. As a result, the India retail industry is expected to grow further in the future days. By the year 2013, the organized sector is also expected to grow at a CAGR of 40%. Retail consists of the sale of goods or merchandise from a fixed location, such as a department store, boutique or kiosk, or by mail, in small or individual lots for direct consumption by the purchaser. Retailing may include subordinated services, such as delivery. Purchasers may be individuals or businesses. In commerce, a "retailer" buys goods or products in large quantities from manufacturers or importers, either directly or through a wholesaler, and then sells smaller quantities to the end-user. Retail establishments are often called shops or stores. Retailers are at the end of the supply chain. Manufacturing marketers see the process of retailing as a necessary part of their overall distribution strategy. The term "retailer" is also applied where a service provider services the needs of a large number of individuals, such as a public utility, like electric power. Shops may be on residential streets, shopping streets with few or no houses or in a shopping mall. Shopping streets may be for pedestrians only. Sometimes a shopping street has a partial or 19

full roof to protect customers from precipitation. Online retailing, a type of electronic commerce used for business-to-consumer (B2C) transactions and mail order, are forms of non-shop retailing. Shopping generally refers to the act of buying products. Sometimes this is done to obtain necessities such as food and clothing; sometimes it is done as a recreational activity. Recreational shopping often involves window shopping (just looking, not buying) and browsing and does not always result in a purchase.

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CHAPTER - 3 COMPANY PROFILE

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Heritage Group was founded in 1992 by Sri Nara Chandra Babu Naidu,and he is one of the fastest growing Private Sector Enterprises in India, with four-business divisions viz., Dairy, Retail, Agri, and Bakery under its flagship Company Heritage Foods (India) Limited (HFIL), one subsidiary - SKIL RAIGAM POWER Limited. The annual turnover of Heritage Foods crossed Rs.900 crores in 2009-10 and is aiming for Rs.1100 crores during 2010-11. Presently Heritage’s milk products have market presence in Andhra Pradesh, Karnataka, Kerala, Tamil Nadu, Maharashtra and Orissa and its retail stores across Bangalore, Chennai and Hyderabad. Integrated Agri operations are in Chittoor and Medak Districts and these are backbone to retail operations. The state of art Bakery division at Uppal, Hyderabad, Andhra Pradesh.

In the year 1994, HFIL went to Public Issue to raise resources, which was oversubscribed 54 times and its shares are listed under B1 Category on BSE (Stock Code: 519552) and NSE (Stock Code: HERITGFOOD) The Founder Chairman

Heritage Foods ( India ) Limited, India

Sri Chandra Babu Naidu is one of the greatest Dynamic, Pragmatic, Progressive and Visionary Leaders of the 21 st Century. With an objective of "Bringing prosperity into the rural families through co-operative efforts", he along with his few friends and associates promoted "Heritage Foods" in the year 1992 taking opportunity from the Industrial Policy, 1991 of Government of India and he has been successful in his endeavor. At present, Heritage has captured the market presence in the states of Andhra Pradesh, Karnataka, Kerala, Tamil Nadu and Maharashtra. More than three lakh farmers and three thousand villages are being benefited in these states. Heritage is satisfying millions of customers’ needs and requirementsand employed with 3000+ employees and creating indirect employment opportunities to more than 1000 employees. Beginning with a modest annual 22

turnover of Rs.4.38 crores in 1993-94, the sales turnover has reached close to Rs.350 crores during the financial year 2006-2007.

Sri Chandra Babu Naidu was born on April 20, 1951 in Naravaripally Village, Chittoor District, Andhra Pradesh, India. His late father Sri N. Kharjura Naidu was an agriculturist and his late mother Smt. Ammanamma was a housewife. Mr. Naidu had his school education in Chandragiri and his college education at the Sri Venkateshwara Arts College , Tirupati. He did his Masters in Economics from the Sri VenkateshwaraUniversity Tirupati. Sri Naidu is married to Ms. BhubaneshwariD/o Sri N T Rama Rao, Ex-Chief Minister of Andhra Pradesh and famous Star of Telugu Cinema. Mrs. N Bhuvaneswari is presently the Vice Chairman & Managing Director of Heritage Foods (India) Limited. Mr. Naidu held various positions of office in his college and organizeda number of social activities. Following the 1977 cyclone, which devastated Diviseema taluk of Krishna district, he actively organized donations and relief material from Chittoor district for the cyclone victims. Mr. Naidu has been evincing keen interest in rural development activities in general and the upliftment of the poor and downtrodden sections of society in particular.

Sri Naidu held various coveted and honorable positions including Chief Minister of Andhra Pradesh, Minister for Finance & Revenue, Minister for Archives & Cinematography, Member of the A.P. Legislative Assembly, Director of A.P. Small Industries Development Corporation, and Chairman of KarshakaParishad.

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Heritage foods limited is one of the largest private sector diary enterprise in southern India.

TYPE

PUBLIC LIMITED COMPANY(BSE)

INDUSTRY

DAIRY AND AGRIBUSINESS

FOUNDED

1992

FOUNDER

Nara Chandrababu Naidu

HEADQUARTERS

HYDERBAD

REVENUE

$300 MILLION

OWNER

NARA FAMILY

NUMBER OF EMPLOYEES

3000+

WEBSITE

www.heritagefoods.in

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Heritage Slogan When you are healthy, we are healthy When you are happy, we are happy We live for your "HEALTH & HAPPINESS"

Mission Bringing affluence into rural families of India through co-operative efforts and providing customers with hygienic, reasonable and convenient supply of " Fresh and Healthy " food products. Vision To be a broadminded billion dollar organization with a pan India foot print by 2015.

To achieve this by appreciating customers with "Fresh and Healthy" food products, those are a benchmark for quality in the industry.

We are committed to enhanced prosperity and the empowerment of the farming community through our unique "Relationship Farming" Model.

To be a preferred employer by nurturing entrepreneurship, managing career aspirations and providing innovative avenues for enhanced employee prosperity.

Board of Directors Sri D. Seetharamiah, Chairman, aged 83 years, a commerce graduate from the Andhra University and a member of the Institute of Chartered Accountants of India, is the senior partner of Brahmayya& Co., a leading Chartered Accountants firm. He has been in practice for

25

the last four years. He had occupied several desirable positions, which include, Membership of the Southern Regional Board of Reserve Bank of India, Federation of Andhra Pradesh Chamber ofCommerce and Industry, Chairmanship of Tirumala Tirupati Devasthanams Trust Board etc. He is also on Board, of several Companies.

Sri K. Kannan, Director, aged 70 years, is an F.C.A and I.C.W.A and Honorary Member of the Indian Institute of Bankers. He started his career as a direct recruited officer in 1965 in Bank of Baroda and worked in various volumes in the same Bank upto 1992. Thereafter he was appointed as its Chairman and Managing Director and served between 1995 to 1999. He had the occasion to render its services overseas as Vice-President between 1982-84 at New York and General Manager of U.K Operations of Bank of Baroda. Apart from this he was also the Chairman of IBU “international Finance Limited, honking, Chairman BOB Cards Ltd. He had held the position as Director in several companies like discount and finance house of India, Visa International Pacific, Agricultural Finance Corporation, New India fire and General Assurance Co.Ltd, Andhra Pradesh State Financial Corporation. Apart from this he is also on the Board of directors of several Limited Companies. He had the core banking experience for over 30 years and handled successfully several cases of reviving, rehabilitating and reconstruction of the sick industries.

Dr. A. Appa Rao, Director, aged 83 years, a B.Sc.(Agri), Ph.D. in Agriculture (Madras University), completed his post doctoral work at Kansas State University as TCM-USA Scholar, retired as the Vice Chancellor of the Andhra Pradesh Agricultural University. He is an author of around 40 papers published in the fields of Plant Pathology and Agricultural Research & Education. Being associated with the IDRC financed Agricultural Research Management (Asia) Project, was instrumental in implementing SEARCA, Philippines for over 5 years. He is also a Director in several Companies and a member of several committees including the ICAR.

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Dr. V. Nagaraja Naidu, Director, aged 62 years, an M. Com, M. Litt and a PhD. (Financial Management), starting from Administrative Staff College of India, Hyderabad in 1972 held various positions in reputed Universities, Viz., Professor, Dean Director etc., and taught in the fields of Finance and Business Economics at Post graduate and Doctorate levels for about 25 years. He had been the Registrar (Administrative head) of the Dr B R Ambedkar Open University for about 10 years. He has been associated with the Company since inception and has been able to utilize his intimate understanding of the rural socio economic scenario to strengthen the milk procurement systems and strategies of Heritage, which contributed to the current status of Heritage as a leading player in South India.

Smt N. Bhuvaneswari, Vice-Chairman & Managing Director, aged 47 years, a B.A, is a dynamic leader who has extensive experience in business and has been successfully steering Heritage towards growth and better prospects. She is also a Director in several other Companies.

Sri Lokesh Nara, Executive Director, aged 27 years, completed his Master’s Degree in Business Administration from Stanford University and graduated with a Bachelor of Science degree in Management Information Systems from Carnegie Mellon University. Before joining the Board of Heritage Foods, he was associated with the Company as a Vice-President of the Retail division. Before joining Heritage Foods, he worked with the World Bank as a Junior Professional Associate where he completed various projects including an e-Governance Capacity Building program for the government of Ethiopia, and e- Governance Capacity Building program for the governments of South Sudan and Kenya.

Corporate Governance Corporate Governance is a system which,an organization is structured. It integrates multi functions of an organization to accomplish the objectives within the framework of all the 27

stakeholders, society, Law of Government, and people at large. It is based on the principles of integrity, equity, transparency, accountability and commitment. Good governance practices stem from the culture and mindset of the organization. Heritage is committed good governance that creates long-term sustainable shareholder value.

A. Company’s Philosophy on Corporate of Governance Heritage has integrated the value system in all domains of activities involving people from all functional areas. It has initiated to comply with code of conduct for all the directors, senior staff and functional heads. The attention is mainly on the levels of integrity, transparency, responsibility and accountability. The main objective of the company is to achieve the best practices of business in the culture of the organizations and comply the value systems, laws and regulations. Heritage respects and provides information to stake holders about the performance and struggles to be ahead of competition by taking all the risk valuation well in advance. At Heritage the focus is on its core strengths, value systems, hardworking and strategic moves to be in the leading edge of new technology.

B. Board of Directors Composition Heritage has been one of the front runners in establishing broad based Directors with a balanced composition of Executive Director to Nonexecutives Independent Directors ever since it went public. The functions, responsibility, role and accountability of the Board are well defined. The detailed reports of the company activities and performances are periodically placed before the Board for effective decision-making. Board & its committee Meetings and procedures With a view to institutionalize all corporate affairs and set up systems and procedures for proper planning for matters requiring discussion/ decisions by the Board, the Company has defined the guidelines for the meetings of the Board and Committees thereof.

Scheduling and Selection of Agenda items for Board Meetings. (a) Minimum four Board meetings are held in each year, which are pre-scheduled after the end 28

of the each financial year. Apart from the pre schedule Board meetings, additional Board meetings are convened by giving appropriate notice to address the specific needs of the Company. (b) The meetings are held at the Company’s Registered office at 6-3-541/C, Panjagutta, Hyderabad-500 082, and Andhra Pradesh, India.

(c) The information placed before the Board includes. Quarterly results for the Company and its operating divisions or business segments Minutes of the meeting of the Audit Committee and other committees of the Board Non-compliance of any regulatory, statutory nature or listing requirements and shareholders services such as non payment of dividend, delay in share transfer etc. Quarterly summery of all long term borrowings, bank guarantees issued and investments made etc Recommending/ Declaring dividend General Notice of Interest of Directors Terms of reference of the Board committees Any material default in financial obligations to and by the Company etc.

Board materials Distributed in advance Agenda and Notes on agenda are circulated to the Directors, in advance, in the defined Agenda format. All material information is incorporated in the Notes on Agenda for facilitating meaningful and focused discussions at the meeting for tacking proper decisions.

Recording Minutes of proceedings at Board Meeting The Company Secretary records the minutes of the proceedings of each Board and Committee meetings. Draft minutes are circulated to all the members of the board/ committee for their comments. The finalized minutes of proceedings of a meeting are entered in the Minutes Book

29

within 30 days from the conclusion of that meeting.

Compliance The Company Secretary while preparing the Agenda, Notes on agenda, Minutes etc is responsible for and is required to ensure adherence to all the applicable laws regulations including the Companies Act, 1956 read with the Rules issued there under and to the extent feasible, the Secretarial Standards recommended by the Institute of Company Secretaries of India, New Delhi.

C. Board Committees 1. Audit Committee The Board has constituted Audit Committee, comprising three Non- Executive Independent Directors and one Non-Executive Director. Majority of the members of the Audit Committee posses financial / accounting expertise. The constitution of audit committee meets the requirements of Section 292A of the Companies Act, 1956 and Clause 49 of the Listing agreement. The primary objective of the audit committee is to monitor and effectively supervise the Company’s financial reporting. a) Terms of Reference 1)

To provide direction and to oversee the operations of the audit functions of the Company.

2)

To review the internal control and audit systems with special emphasis on their quality and effectiveness.

3)

To review Quarterly, Half yearly and Annual financial results before submission to the Board.

4)

To investigate into any matter in relation to the items specified in Section 292A of the Companies Act, 1956 or referred by the Board.

5)

To have full access to information contained in the records of the Company and external 30

advice, if necessary.

6)

To review matters required being included in the Directors’ responsibility statement to be included in the Board’s report in terms of clause (2AA) of Section 217 of the Companies Act, 19566) To review matters required being included in the Directors’ responsibility statement to be included in the Board’s report in terms of clause (2AA) of Section 217 of the Companies Act, 1956.

2. Remuneration Committee The Board has constituted the remuneration Committee comprising three Non Executive Independent Directors . The Remuneration Committee has been constituted to recommend / review the remuneration of Managing Directors / Full Time Directors, based on their performance. The remuneration policy of the Company is directed towards rewarding performance, based on review of achievements on a periodic basis and attracting new talents and retaining them. While deciding the remuneration, the Committee takes into account the financial position of the Company, trend in the Industry, Appointee's qualification, experience, past performance, past remuneration etc.

Composition of the Remuneration Committee Name

Designation

Status

Sri. D. Seetharamaiah

Chairman

Non-Executive Independent Director

Dr. A. Appa Rao

Member

Non-Executive Independent Director

Dr. N. R. Siva Swamy

Member

Non-Executive Independent Director

3. Share Transfer and Shareholders'/ Investors' Grievance Redressal Committee a) Terms of reference The Board has constituted Share transfer and Shareholders'/ Investors' Redressal Committee, to look into grievance/issue of share holders/investors relating to non-receipt of dividend, nonreceipt of Balance Sheet, Shares sent for transfer etc. 31

The Directors periodically reviewed the investor's complaints received and redressed. The committee also monitors the implementation and compliance of the Company's Code of Conduct.

The committee also reviews the performance of share transfer agent and recommends improving overall quality services to share holders.

Presently, the share transfers which are received in physical form are processed and the share certificates returned within 15 days from the date of receipt, subject to the documents being valid and complete in all respects.

The Board has delegated the authority for approving transfer, transmission etc of the company's securities to the share transfer committee. A summary of share transfer/ transmission of the securities of the company so approved by the committee is placed at every Board Meeting.

D. Disclosures There are no transactions of material nature undertaken by the company with its promoters, directors, their relatives or the management that may have a potential conflict with the interest of the company. Disclosure on transactions with related party as required under Accounting Standard 18 has been incorporated in the notes on Accounts forming part of the Annual Report every year.

The Company circulated the Code of Conduct among all the Board members and senior management personnel and affirms that they are complying with the code on an annual basis. The total text of the Code of Conduct is posted on the company's website.

Our Commitments Milk Producers Change in life styles of rural families in terms of 32

Regular high income through co-operative efforts Women participation in income generation Saved from price exploitation by un-organized sector Remunerative prices for milk Increase of milk productivity through input and extension activities Shift from risky agriculture to dairy farming Heritage Financial support for purchase of cattle; insuring cattle Establishment of Cattle Health Care Centers Supplying high quality Cattle feed Organizing "RythuSadasu" and Video programmes for educating the farmers in dairy farming

Customers Timely Supply of Quality & Healthy Products Supply high quality milk and milk products at affordable prices Focused on Nutritional Foods More than 4 lakh happy customers High customer satisfaction 24 hours help lines ( <10 complaints a day)

Employees Enhancing the Technical and Managerial skills of Employees through continuous training and development Best appraisal systems to motivate employees Incentive, bonus and reward systems to encourage employees Heritage forges ahead with a motto "add value to everything you do"

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Shareholders Returns Consistent Dividend Payment since Public Issue (January 1995)

Service Highest impotence to investor service; no notice from any regulatory authority since 2001 in respect of investor service Very transparent disclosures

Suppliers Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit flavoured drinks AlfaLaval: supplier of high-end machinery and technical support Focusing on Tetra pack association for products package.

Society Potential Employment Generation more than 3500 employees are working with heritage more than 9500 procurement agents got self employment in rural areas more than 5000 sales agents associated with the company Employment for the youth by providing financial and animal husbandry support for establishing MINI DAIRIES Producing highly health conscious products for the society

34

CHAPTER - 4 THEORTICAL FRAME WORK

35

JOB ANALYSIS DEFINITION “Job Analysis is a process of studying and collecting information relating to operations and responsibilities of a specific job. The immediate products of this analysis are ‘Job Description’ and ‘Job Specifications’.”

MEANING OF JOB ANALYSIS Job Analysis is a process of collecting information about a job. The process of job analysis results into two sets of data. Job analysis is the formal process of identifying the content of a job in terms activities involved and attributes needed to perform the work.

Individual Job Analysis The individual Job Analysis of any given profession provides the basis for sound decisions in preemployment screening, task performance, consultation and ongoing training. Task analysis ensures that any system of work performance will operate and be maintained in a safe and efficient manner, reducing the potential for injury to personnel and improving productivity for the organization. Rehabilitation Services has developed an innovative and comprehensive job analysis tool that evaluates the requirements of any occupation and provides meaningful insights into current methods of task performance, improved methods of performance, the functional requirements of the role and specific training opportunities relevant to the persons engaged in that occupation to address their occupational wellbeing. Task analysis addresses the following elements: o

Functional Demands

o

Pre-Employment Screening

o

OHS Consultation Compliance

o

Hazard Identification 36

o

Safe Work Methods

o

Training Programs

Functional Demands Functional demands are the physical elements required of any profession. They provide a direct indication of the minimal abilities required of an individual to safely, steadily and efficiently perform a task, select elements of a job and ultimately a complete profession. This is at the core of the information required for informed pre-employment screening protocols, ensuring individuals selected for an occupation have the minimum physical abilities to carry out the role without foreseeable risk of injury due to pre-existing limitations. Occupation health and safety process are the essential elements that are identified in the functional demand of any occupation.

Pre-Employment Screening Once functional demands of an individual job has been identified and defined, a reference is formally established for the matching of an individual’s abilities to the requirements of the job. Job analysis is defined as an integral element in the employment of suitable persons with the capability of meeting the physical requirements of the role. Rather than a singular hunt for preexisting medical conditions, the pre-employment screening process then becomes a meaningful comparison of abilities vs. demands.

OHS Consultation Compliance A structured job analysis provides a direct forum for the consultation and engagement of personnel in the occupational health and safety process. With the appointed consultant an individual or small group of individuals performing the specific role being assessed will represent all similar employees and as such, can discuss relevant issues. Consultation is a federally mandated process required of all the employees in the organizations. The job analysis forum provides a meaningful tool for engaging employees in a process designed to improve safety and workplace wellbeing. It is a proactive tool that results in an enhancement of the pre-existing consultation arrangements between the organization and its employees.

Hazard Identification A hazard is defined as a source or a situation which is harm in terms of human injury or ill-health,

37

damage to property, damage to the environment or a combination of these. Hazard identification is the process of recognizing that a hazard exists and defining its characteristics. The review of any profession by a specialized consultant inevitably results in the identification of hazards in that role. While these hazards may already be managed by the organization, the independent review of a role through job analysis ensures further scrutiny. In order to address such issues Potential hazards are communicated to suitable personnel in marketable confidence, which allowed a structured internal approach.

.

38

Safe Work Methods The analysis of task completion techniques ensures the enhancement or development of alternate safe methods of work performance. The job analysis tool provides a consistent reference for the organization to review methods of task performance in the pursuit of continual improvement and a basis for the informed allocation of resources for items such as plant and equipment.

Training Programs As a requirement of compliance with the Occupational Health and Safety Regulation, ‘an employer must ensure that any person who may be exposed to a risk to health and safety at the employer’s place of work is provided with any information, instruction and training necessary to ensure the person’s health and safety. In conjunction with established national standards, the Job Analysis forms the foundation for meaningful instruction of employees in safe work methods. It is the essential element for ensuring that training is tailored and directed to the individuals performing the role. The benefits are improved participation, the retention of principles instructed and the application of these principles to work performance. The implementation of a meaningful training program assists in the development of a safety culture, ultimately resulting in reduced incidence of work place injury while meeting obligations under the relevant legislation. Job analysis is a systematic approach to defining the job role, description, requirements, responsibilities, evaluation, etc. It helps in finding out required level of education, skills, knowledge, training, etc for the job position. It also depicts the job worth i.e. measurable effectiveness of the job and contribution of job to the organization. Thus, it effectively contributes to setting up the compensation package for the job position.

39

Importance of Job Analysis Job analysis helps in identifying and analyzing the resources and establishing the strategies to accomplish the business goals and strategic objectives. It forms the basis for demand-supply analysis, recruitments, compensation management, and training need assessment and performance appraisal.

Components of Job Analysis Job analysis is a systematic procedure to analyze the requirements for the job role and job profile. Job analysis can be further categorized into following sub components.

Job Position Job position refers to the designation and role of the job and employee in the organization. As it determines the levels of job in the organization Job position forms an important part of the compensation strategy. For example, management level employees receive greater pay scale than nonmanagerial employees. The non-monetary benefits offered to two different levels in the organization also vary.

40

Job Description

Job description refers the requirements an organization looks for aspecific job position. It states the key skill requirements, the level of experience needed, level of education required, etc. It also describes the roles and responsibilities attached with the job position. The roles and responsibilities are key determinant factor in estimating the level of experience, education, skill, etc required for the job. It also helps in benchmarking the performance standards.

Job worth

Job Worth refers to estimating the job worthiness and responsibility i.e. how much the job contributes to the organization. It is also known as job evaluation. Job description is used to analyze the job worthiness. Roles and responsibilities helps in determining the outcome from the job profile. Once it is determined that how much the job is worth, it becomes easy to define the compensation strategy for the position.

Therefore, job analysis forms an integral part in the formulation of compensation strategy of an organization. Organizations should conduct the job analysis in a accurate and systematic at regular intervals. Job analysis helps at setting up the compensation packages, for reviewing employees’ performance with the standard level of performance, determining the training needs for employees who are lacking certain skills.

41

The Brainbench Consulting Services team will work with the customer to complete a job analysis for each position within the selection process. During this activity, a series of interviews will be conducted with 5 to 8 different subject matter experts. Over the course of the interviews, the Brainbench team will collect information as it relates to the job, duties, responsibilities, judgment, education, work experience, and background information. The data collected from the surveys will be compiled and analyzed. A Job Analysis report is then generated and presented to the customer for review.

Custom Assessments Brainbench has been a leader in the design, development and deployment of assessments for numerous corporate and government customers. To date, several hundred assessment tests have been developed that leverage various types of assessment technology, including automated essay scoring, interactive flash modules, concurrent use assessments, hot spot technology and data entry. In addition, Brainbench has the

42

capability to host and administer assessments from 3rd party providers. This may include an assessment test that would be administered during the recruitment process, delivered during a training and certification course, or used to measure the knowledge of a particular organization. In addition, Brainbench can incorporate: 

Biographical Data Inventory (BDI) Using the date from the Job Analysis, Brainbench will formulate a series of Bio-Data questions. These questions can be used to screen out candidates that don't meet certain requirements, i.e. experience, citizenship, etc. The customer has the option of including these questions within the Brainbench Assessment Battery or their Applicant Tracking System.



Knowledge Skills and Abilities (KSA) Using the data from the Job Analysis, Brainbench can compile a series of assessment modules that address the knowledge skills and cognitive ability necessary to perform a job. The assessment items will be compiled from Brainbench's library of over 450 different skills assessments. The assessments will be based administered via Brainbench's Computer Adaptive Test (CAT) engine.



Personality/Attitudes, Interest and Motivations (AIM) Using the data from the Job Analysis, Brain bench can compile a series of assessments that ensure a good fit based on personal interests, characteristics, and job attitude. Through the use of an AIM test, we can determine a candidate's fit within the organization and culture, as well as predict job performance based upon the candidates interest in using what skills they already have.

The Human Resources regulatory compliance arena continues to be a myriad of ever changing state and federal mandates. The cost of ensuring compliance continues to climb with each new regulation however, in many cases, small and medium sized businesses simply cannot keep up. HRD Group approach develops a Human Resources regulatory compliance foundation and tailors it to meet your business needs. External expert legal specialists are retained and available for guidance on intricate

43

employment issues. Human Resources Audit The purpose of the HR Audit is to identify the strengths and weaknesses in the HR functions and address issues needing resolution. The audit looks at each function and asks the question “are we actually doing what we say we are doing or what we should be doing”. This can then be compared to best practices and a plan of action put in place. HRD Group can help your organization be in compliance and improve its productivity through a comprehensive HR audit that includes a course of action for improvement and organizational development. Affirmative Action Plan An affirmative action plan is more than a declaration of good intention. It describes a program of action leading toward the accomplishment of specific and measurable results in connection with legal and moral responsibilities of an organization. HRD Group offers an array of EEO/AAP consulting services, from plan assistance and maintenance to AAP education and regulatory updates. Once your Affirmative Action Program is in place, you will probably want to continue with our consulting services for plan maintenance and knowledge transfer. EEO/AAP Consulting Services Women, Veterans and Individuals with Disabilities in the following areas:          

Preparation of Company’s AAP for Women, Veterans and Individuals with Disabilities In-house training and workshop in How to Prepare an AAP Training in Equal Employment Opportunity laws and regulations Conduct Affirmative Action Self-Audit Evaluation of Recruiting and Personnel Practices Orientation to Management Personnel in EEO/AAP policies and regulations Presentation to Management of Company’s AAP results, goals and action program Prepare Quarterly and Statistical Reports Assistance on Desk Audit and On-site Compliance Review Coaching in cases of Reasonable Accommodations

44

Who is required to do Affirmative Action Planning? Any employer who has a federal contract in totaling $50,000 or more and has 50 or more employees is subjected to the federal government's Affirmative Action Program under Executive Order 11246. This select group of employers are obligated to prepare and maintain three written Affirmative Action Plans; jointly called an Affirmative Action Program or AAP. The Office of Federal Contract Compliance Programs (OFCCP) is the federal agency having jurisdiction and enforcement authority for the Affirmative Action section of federal regulations. Federal contractors’ Affirmative Action plans must be reviewed and updated on a yearly basis. The enforcement agencies for AAP compliance can visit your company for a pre-contract review, employee discrimination complaint, desk audit, or comprehensive on-site review. Employment Verification The Immigration Reform and Control Act of 1986 (IRCA) legally mandates that U.S. employers must verify the employment eligibility status of newly-hired employees and makes it unlawful for employers to knowingly hire or continue to employ unauthorized workers . Noncompliance, whether intentional or caused simply by oversight, has severe legal and financial consequences imposed by the Department of Homeland Security, as well as the potential of a corporate image tarnished by negative publicity. HRD Group audits your Form I-9 to verify employees' legal right to work in the United States, reduce processing errors, document retention obligation, and more. Compliance Training The Human Resources regulatory compliance arena continues to be a myriad of ever changing state and federal mandates. The cost of ensuring compliance continues to climb with each new regulation however, in many cases, small and medium sized businesses simply cannot keep up. HRD Group approach develops a Human Resources regulatory compliance foundation and tailors it to meet your business needs. External expert legal specialists are retained and available for guidance on intricate

45

employment issues. Human Resources Audit The purpose of the HR Audit is to identify the strengths and weaknesses in the HR functions and address issues needing resolution. The audit looks at each function and asks the question “are we actually doing what we say we are doing or what we should be doing”. This can then be compared to best practices and a plan of action put in place. HRD Group can help your organization be in compliance and improve its productivity through a comprehensive HR audit that includes a course of action for improvement and organizational development. Affirmative Action Plan An affirmative action plan is more than a declaration of good intention. It describes a program of action leading toward the accomplishment of specific and measurable results in connection with legal and moral responsibilities of an organization. HRD Group offers an array of EEO/AAP consulting services, from plan assistance and maintenance to AAP education and regulatory updates. Once your Affirmative Action Program is in place, you will probably want to continue with our consulting services for plan maintenance and knowledge transfer.

EEO/AAP Consulting Services Women, Veterans and Individuals with Disabilities in the following areas: 

Preparation of Company’s AAP for Women, Veterans and Individuals with Disabilities



In-house training and workshop in How to Prepare an AAP



Training in Equal Employment Opportunity laws and regulations



Conduct Affirmative Action Self-Audit



Evaluation of Recruiting and Personnel Practices



Orientation to Management Personnel in EEO/AAP policies and regulations



Presentation to Management of Company’s AAP results, goals and action program



Prepare Quarterly and Statistical Reports

46



Assistance on Desk Audit and On-site Compliance Review



Coaching in cases of Reasonable Accommodations

Who is required to do Affirmative Action Planning? Any employer who has a federal contract in totaling $50,000 or more and has 50 or more employees is subjected to the federal government's Affirmative Action Program under Executive Order 11246. This select group of employers are obligated to prepare and maintain three written Affirmative Action Plans; jointly called an Affirmative Action Program or AAP. The Office of Federal Contract Compliance Programs (OFCCP) is the federal agency having jurisdiction and enforcement authority for the Affirmative Action section of federal regulations. Federal contractors’ Affirmative Action plans must be reviewed and updated on a yearly basis. The enforcement agencies for AAP compliance can visit your company for a pre-contract review, employee discrimination complaint, desk audit, or comprehensive on-site review. Employment Verification The Immigration Reform and Control Act of 1986 (IRCA) legally mandates that U.S. employers must verify the employment eligibility status of newly-hired employees and makes it unlawful for employers to knowingly hire or continue to employ unauthorized workers. Noncompliance, whether intentional or caused simply by oversight, has severe legal and financial consequences imposed by the Department of Homeland Security, as well as the potential of a corporate image tarnished by negative publicity. HRD Group audits your Form I-9 to verify employees' legal right to work in the United States, reduce processing errors, document retention obligation, and more. Human Resources Management HRD Group provides a wide variety of management and human resource consulting services. Our consulting services are provided on-site or off-site, or a combination that best meets the client’s needs. We will work with your company to identify needs, develop an action plan, and assist with implementation.

47

Policies and Procedures To ensure the fair and consistent treatment of your employee base, it is necessary for all organizations to have up-to-date and easy to administer policies and procedures relating to operational matters. HRD Group will partner with you to identify, define and write policies and procedures that reflect the requirements of your business model as well as incorporate the values of your organization. Employee Handbook Employee handbooks can take ages to write and need to be regularly updated as employment law changes. We offer customized employee handbooks including legal review. Other initiatives generally administered by the Human Resources Department.

48

BENEFITS HRD Group provides our clients with the information needed to make the necessary decisions regarding their employee benefits. This is to be achieved through the understanding and evaluation of all pertinent facts and circumstances surrounding each individual clients needs. It is very important that the needs and expectations of both employers and employees are met and special attention is given to communication in these areas. Benefits Package We review existing coverage’s and funding and analyze them to determine the true cost of these benefits. We help employers get control of their benefit costs. Benefits Benchmark We assist you in designing a plan of benefits to meet current needs with special attention paid to eliminating duplicate coverage or gaps in coverage. The insurance marketplace is then "shopped" for the plan of benefits and funding alternatives that are needed to maximize your benefit dollars. We review, analyze, and compare all the proposals received. Then we prepare a detailed feasibility study taking into consideration benefits, cost, current legislation, and your long-range plans as a company or an individual. Benefits Management and Service Our firm will enroll and communicate the new plan to your employees. Special attention will be given to any plan changes. We want to achieve both employer and employee satisfaction. Our firm is committed to providing professional, personal, and courteous service to our clients. We assist in answering questions regarding administration, claims, or product knowledge. Employer and employee satisfaction is our number one job. Our services include access to and administration of several plans, including: 

Health, Pharmacy and Dental Insurance



Life Insurance

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

Accident, Dismemberment & Death Insurance



Short and Long Term Disability



Supplemental Programs



COBRA Administration



5500 Filing

It’s Simple There is no need to meet with multiple vendors when considering a benefits plan for your business. With HRD Group you’re provided with several benefits options and expert management of the administrative process. Simply choose the plan or services that best fits your needs and we will implement and manage your customized program. It’s that simple. Enhance your workforce, save time and concentrate on your core business by removing the administrative paperwork associated with a benefits program. Compensation The effective design and communication of total compensation programs are instrumental to an organization’s ability to attract, retain, and motivate talented employees. HRD Group consultants provide services and solutions to meet your organization’s specific business needs. Compensation Process

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Recognizing that successful compensation programs must be fully aligned with a company’s mission and objectives, we provide the following services: 

Development of job analysis, job description, job evaluation, internal, external and individual equity



Design and conduct of compensation surveys to identify competitive market rates for positions.



Review and evaluation of current compensation programs and practices with recommendations for improvement.



Assessment of the competitiveness of compensation practices.



Development of performance appraisal programs, especially in conjunction with improved pay administration plans.



Assist in documenting your programs and preparing tools for ongoing administration.



Assist in preparing communication materials to ensure that employees understand and value their total compensation package



Assist with periodic assessments of your programs and suggest possible improvements

HR is usually the first stop for a new employee and the last stop for an existing employee. It is where work rules are introduced and enforced as well as where employees turn when they have a problem or need assistance. Our HR consultants works closely with organizations to develop and maintain appropriate policies and 51

practices that create a positive employer/employee relationship. A key benefit our clients discover is our availability to assist them in thinking through the intricate HR problems that are a daily reality in most every organization. You don't have to be concerned about employee relation situations that we can easily take care for you. When you entrust us with your employee relations, you won't waste time worrying about sticky situations or wondering what to do. We'll help your employees feel comfortable and productive. HRD Group recognizes that Human Resource Management is not just about dealing with legislation and increasing the efficiency of your business. We want to increase the effectiveness of your business too! Your people are your competitive advantage and managing them effectively in today’s legally complex environment is tough. Good people can be hard to find and even harder to keep! With a wide range of both managerial and personal skills training and development options, tailored to your needs we can assist you to train and develop your staff. Our customized training initiatives encompasses a wide range of training and development topics to include communication, customer service, leadership, supervisory, time management, and others. To discuss possible training and development programs, and how we can assist your business please contact us for a free consultation. Benefits of Training 

Increased productivity



Improved efficiency



Greater accuracy



Improved motivation and morale



Less direct supervision



Reduced turnover



Ensures consistency



Increased compliance (regulatory/statutory)

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Training and Development Topics HRD Group, Inc. offers onsite and/or offsite trainings tailored to your workforce needs. Below we detail topics of our training program. Other trainings are available. 

Avoiding Hiring Mistakes



Coaching



Communication Skills



Conducting Successful Performance Appraisals



Conflict Management



Customer Service



Effective Supervision



Emotional Intelligence



Employment Law



Improving Workplace Discipline Practices



Leadership Skills



Motivation



Negotiation Skills



Performance Management



Preventing Sexual Harassment



Stress Management



Teamwork



Time & Priority Management

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CHAPTER - 5 DATA ANALYSIS AND INTERPRETATION

54

DATA ANALYSIS & INTERPRETATION TABLE: 1 ABOUT DUTY TIMINGS Degree of Respondents

No. of Respondent

Inconvenient

04

Convenient

56

TOTAL

60

Source: Sample Survey GRAPH: 1 ABOUT DUTY TIMINGS 60

56

No.of Respondents

50 40 30

No. of Respondent

20 10

4

0 Inconvenient

Convenient Degree of Respondents

INTERPRETATION: I inferred that 56 members of employees are felt convenient with their present duty timings in the organization. In my study still 04 employees are at the mood of inconvenient with their duty timings. 55

TABLE: 2 OPINION OF THE EMPLOYEES ON PERIODIC COUNSELING Degree of Respondents No. of Respondents

Weighted Average Mean

Highly Satisfied

02

8

Satisfied

30

90

Neutral

28

56

Dissatisfied

0

00

TOTAL

60

2.55

Source: Sample Survey GRAPH: 2 OPINION OF THE EMPLOYEES ON PERIODIC COUNSELING 100 90 90

No. of Respondents

80 70 56

60 50

Weighted Average Mean

40 30 20 10

8 0

0 Highly Satisfied

Satisfied

Neutral

Dissatisfied

Degree of Respondents

INTERPRETATION: By this analysis, I found that 02 employees are highly satisfied, 30 are satisfied and 28 are neutral on their periodical counseling in the organization.

56

TABLE: 3 RESPONSES OF THE EMPLOYEES ON WORK SCHEDULE Degree, of Respondents

No. of Respondents Weighted Average Mean

Highly Satisfaction

06

24

Satisfaction

32

96

Neutral

22

44

Dissatisfaction

00

00

TOTAL

60

2.733

Source: Sample Survey GRAPH: 3 RESPONSES OF THE EMPLOYEES ON WORK SCHEDULE

No. of Respondents

120 96

100 80 60 40

Weighted Average Mean

44 24

20 0 0 Highly Satisfaction

Satisfaction

Neutral

Dissatisfaction

Degree of Respondents

INTERPRETATION: By this analysis, I inferred that 06 employees are highly satisfied, but nearly 32 are satisfied and 22 are neutral on their work schedule in the organization. 57

TABLE: 4 RELATIONSHIPS WITH CO-WORKERS APPROACH & ATTITUDE Degree of Respondents

No. of Respondents

Weighted Average Mean

Highly satisfied

12

48

Satisfied

34

102

Neutral

14

28

Dissatisfied

0

00

TOTAL

60

2.96

Source: Sample Survey GRAPH: 4 RELATIONSHIPS WITH CO-WORKERS APPROACH & ATTITUDE 120 102

No. of Respondents

100 80 60

Weighted Average Mean

48

40

28

20 0 0 Highly satisfied

Satisfied

Neutral

Dissatisfied

Degree of Respondents

INTERPRETATION: By this analysis, I inferred that 12 members of the employees were Highly satisfied. But nearly 34 employees are felt Satisfied with the approach and attitude towards other employees in the organization. 58

TABLE: 5 OPINION OF THE EMPLOYEES ON MANAGEMENT SAFE GUARD IN RISKY SOLUTION. Degree of Respondents

No. of Respondents

Weighted Average Mean

Highly satisfied

02

08

Satisfied

28

04

Neutral

30

60

Dissatisfied

00

00

TOTAL

60

2.53

Source: Sample Survey GRAPH: 5 OPINION OF THE EMPLOYEES ON MANAGEMENT SAFE GUARD IN RISKY SOLUTION 70 60

No. of Respondents

60 50 40 Weighted Average Mean 30 20 10

8

4

0

0 Highly satisfied

Satisfied

Neutral

Dissatisfied

Degree of Respondents

INTERPRETATION: By this analysis, I inferred that 02 members of the employees were Highly satisfied.28 employees are satisfied,30 members are feeling neutral about their opinion on management safe guard in risky solution. 59

BASIC AMENITIES AND DEVELOPMENT ACTIVITIES TABLE: 6 PERSONNEL DEVELOPMENT TRAINING AND QUALITY IMPROVEMENT PROGRAMMES Degree of Respondents

No. of Respondents

Weighted Average Mean

Highly Satisfied

10

40

Satisfied

26

78

Neutral

24

48

Dissatisfied

00

00

TOTAL

60

2.76

Source: Sample Survey GRAPH: 6 PERSONNEL DEVELOPMENT TRAINING AND QUALITY IMPROVEMENT PROGRAMMES 90

78

No. of Respondents

80 70 60 50

48 40

Weighted Average Mean

40 30 20 10

0

0 Highly Satisfied

Satisfied

Neutral

Dissatisfied

Degree of Respondents

INTERPRETATION: By this analysis, I inferred that 10 of the employees were highly satisfied. But nearly 26 of the employees are felt satisfied, 24 of employees were neutral, about their training and quality improvements programmers. 60

TABLE: 7 OPINION OF THE EMPLOYEES ON CANTEEN FACILITIES. Degree of Respondents

No. of Respondents

Weighted Average Mean

Highly satisfied

02

32

Satisfied

28

60

Neutral

30

60

Dissatisfied

00

02

TOTAL

60

2.56

Source: Sample Survey GRAPH: 7 OPINION OF THE EMPLOYEES ON CANTEEN FACILITIES 70 60

60

No. of Respondents

60 50 40

32

Weighted Average Mean

30 20 10

2

0 Highly satisfied

Satisfied

Neutral

Dissatisfied

Degree of Respondents

INTERPRETATION: By this analysis, I suppose that 02 of the employees were highly satisfied, 28 persons satisfied and 30 members feel neutral about the canteen facilities provided by the organization.

61

TABLE: 8 OPINION OF THE EMPLOYEES ON TRANSPORT FACILITIES. Degree of Respondents

No. of Respondents

Weighted Average Mean

Highly satisfied

15

60

Satisfied

35

105

Neutral

10

20

Dissatisfied

00

00

TOTAL

60

3.08

Source: Sample Survey GRAPH: 8 OPINION OF THE EMPLOYEES ON TRANSPORT FACILITIES 120 105

No. of Respondents

100 80 60 60

Weighted Average Mean

40 20 20 0 0 Highly satisfied

Satisfied

Neutral

Dissatisfied

Degree of Respondents

INTERPRETATION: By this analysis, I suppose that 15 of the employees were highly satisfied, 35 persons satisfied and 10 members feel neutral about the transport facilities provided by the organization.. 62

SALARY AND PROMOTION TABLE: 9 RESPONSE

OF

THE

EMPLOYEES

ABOUT

EDUCATION

QUALIFICATION IS RELEVANT TO THEIR JOBS Degree of Respondents No. of Respondents Yes

50

No

10

TOTAL

60

Source: Sample Survey GRAPH: 4.9 RESPONSE OF THE EMPLOYEES ABOUT EDUCATION QUALIFICATION IS RELEVANT TO THEIR JOBS 60 No. of Respondents

50 50 40 30

No. of Respondents

20 10 10 0 Yes

No Degree of Respondents

INTERPRETATION:

From the above table 55 of the employees are doing the jobs related to their education qualification. But still 10 members of the employees are not satisfied by their basic education is not relevant to their jobs in the organization.

63

TABLE: 10 ABOUT SATISFACTION OF THE SALARY GETTING FROM THE ORGANIZATION Degree of Respondents

No. of Respondents

Weighted Average Mean

Highly Satisfaction

12

48

Satisfaction

20

60

Neutral

28

56

Dissatisfaction

00

00

TOTAL

60

2.33

Source: Sample Survey GRAPH: 10 ABOUT SATISFACTION OF THE SALARY GETTING FROM THE ORGANIZATION

No. of Respondents

70

60

60 50

56

48

40 Weighted Average Mean 30 20 10

0

0 Highly Satisfaction

Satisfaction

Neutral

Dissatisfaction

Degree of Respondents

INTERPRETATION: By this analysis, I inferred that 12 members of the employees were highly satisfied. But nearly 20 of the employees are felt Satisfied 28 employees feel neutral about salary getting from the organization.

64

TABLE: 11 OPINION OF THE EMPLOYEES ABOUT CHALLENGING THEIR JOBS Degree of Respondents

No. of Respondents

Not highly challenging

38

No opinion

22

TOTAL

60

Source: Sample Survey GRAPH: 11 OPINION OF THE EMPLOYEES ABOUT CHALLENGING THEIR JOBS 40

38

No. of Respondents

35 30 25

22

20

No. of Respondents

15 10 5 0 Not highly challenging

No opinion

Degree of Respondents

INTERPRETATION:: By this analysis, I inferred that 38 members of the employees were Not highly challenging and 22 employees have Not opinion, about challenging their jobs.

65

TABLE: 12 OPINION OF THE EMPLOYEES REGARDING THE WORK RECOGNITION BY THE MANAGEMENT Degree of Respondents

No. of Respondents

Weighted Average Mean

Highly Satisfaction

06

24

Satisfaction

32

114

Neutral

22

32

Dissatisfaction

00

00

TOTAL

60

2.83

Source: Sample Survey GRAPH: 4.12 OPINION OF THE EMPLOYEES REGARDING THE WORK RECOGNITION BY THE MANAGEMENT 114

No. of Respondents

120 100 80 60 40

Weighted Average Mean 32

24

20 0 0 Highly Satisfaction

Satisfaction

Neutral

Dissatisfaction

Degree of Respondents

INTERPRETATION: By this analysis, I inferred that 6 members of the employees were highly satisfied. But nearly 32 members of the employees are felt satisfaction regarding their work recognition by the management, 22 felt neutral. 66

TABLE: 13 OPINION OF THE EMPLOYEES ON PERFORMANCE MONITORING SYSTEM IN THE ORGANIZATION

Degree of Respondents

No. of Respondents

Weighted Average Mean

Highly satisfied

00

04

Satisfied

34

102

Neutral

22

44

Dissatisfied

00

04

TOTAL

60

2.53

Source: Sample Survey GRAPH: 13 OPINION OF THE EMPLOYEES ON PERFORMANCE MONITORING SYSTEM IN THE ORGANIZATION 120 No. of Respondents

102 100 80 60

Weighted Average Mean

44

40 20

4

4

0 Highly satisfied

Satisfied

Neutral

Dissatisfied

Degree of Respondents

INTERPRETATION: By this analysis, I inferred that 34 members of the employees were satisfied. And 22 employees were felt neutral and none are dissatisfied about performance monitoring in the organization. 67

TABLE: 14 RESPONSE OF THE EMPLOYEES ON SUPERIOR'S MOTIVATION Degree of Respondents

No. of Respondents

Weighted Average Mean

Highly satisfied

06

24

Satisfied

14

42

Neutral

34

68

Dissatisfied

06

06

TOTAL

60

2.33

Source: Sample Survey GRAPH: 14 RESPONSE OF THE EMPLOYEES ON SUPERIOR'S MOTIVATION 80 68

No. of Respondents

70 60 50

42

40 30

Weighted Average Mean 24

20 6

10 0 Highly satisfied

Satisfied

Neutral

Dissatisfied

Degree of Respondents

INTERPRETATION: By this analysis, I inferred that 06 employees were highly satisfied, 14 employees are satisfied, But 34 members of the employees are nearly felt neutral regarding the response of the employees on superior’s motivation.

68

TABLE: 15 PROPORTIONATE FEED BACK OF THE SUPERIORS AND SUBORDINATES Degree of Respondents

No. of Respondents

Weighted Average Mean

Highly satisfied

04

16

Satisfied

40

120

Neutral

16

32

Dissatisfied

00

00

TOTAL

60

2.83

Source: Sample Survey GRAPH: 15 PROPORTIONATE FEED BACK OF THE SUPERIORS AND SUBORDINATES 140 120

No. of Respondents

120 100 80 Weighted Average Mean 60 32

40 20

16 0

0 Highly satisfied

Satisfied

Neutral

Dissatisfied

Degree of Respondents

INTERPRETATION: By this analysis, I suppose that 04 employees were highly satisfied, 40 employees are nearly satisfied, But 16 members of the employees are nearly felt neutral regarding the proportionate feedback of the superiors and subordinates. 69

TABLE: 16 RESPONSE OF THE EMPLOYEES ON REWARDS FOR THE WORK EFFORT Degree of Respondents

No. of Respondents

Weighted Average Mean

Highly satisfied

00

00

Satisfied

36

108

Neutral

24

48

Dissatisfied

00

00

TOTAL

60

2.60

Source: Sample Survey GRAPH: 16 RESPONSE OF THE EMPLOYEES ON REWARDS FOR THE WORK EFFORT

No. of Respondents

120

108

100 80 60

Weighted Average Mean

48

40 20 0

0

0 Highly satisfied

Satisfied

Neutral

Dissatisfied

Degree of Respondents

INTERPRETATION: By this analysis, I found that 36 employees are satisfied, But 24 members of the employees are nearly felt neutral regarding the rewards to their work effect in the organization. 70

TABLE: 17 OPINION OF THE EMPLOYEES ON PROMOTION CRITERIA Degree of Respondents

No. of Respondents

Weighted Average Mean

Highly satisfied

08

32

Satisfied

24

72

Neutral

24

48

Dissatisfied

04

04

TOTAL

60

2.6

Source: Sample Survey GRAPH: 17 OPINION OF THE EMPLOYEES ON PROMOTION CRITERIA 80

72

No. of Respondents

70 60 48

50 40

Weighted Average Mean

32

30 20 10

4

0 Highly satisfied

Satisfied

Neutral

Dissatisfied

Degree of Respondents

INTERPRETATION: From the above, I inferred that 8 members of the employees were highly satisfied. But nearly 24 members of the employees are satisfied. 24 employees are felt neutral about the opinion on their promotion criteria. 71

FINDINGS  It was found that 50 employees are convenient with their duty timings and 60 employees felt that inconvenient.  It was found that 32 employees are satisfied about periodically and 28 felt neutral.  38 members of the employees are felt that the- work schedule is satisfied and 22 members are neutral.  44 members of the employees are get recognition from the management through their working process.  It was found that the 50 members of the employees are satisfied regarding their jobs and 10 are felt that their jobs are related to their education qualification.  Majority of 38 employees of the respondents are felt that their jobs are in not highly challenging.  Majority of the employees

are felt satisfied

about their relationships with the

colleagues.  It was found that the 32 employees are satisfied with the criteria of promotion and 24 felt neutral in the organization.  Majority of the employees are satisfied with the working conditions of the organization.  It was found that the 36 members of the employees are satisfied and 24 felt that neutral with the rewards provide by the organization.  It was found that nearly 44 members of the employees are satisfied with their proportionate feed back of the superiors and subordinates.  30 members of the employees are agreed that the management safeguard them in the risky situations and remaining 30 were neutral.

72

SUGGESTIONS  Job satisfaction survey should be conducted periodically to increase the level of job satisfaction of employees.  It is better to give the 360 degrees regular performance appraisal with regarding to their work.  The superiors have to motivate the employees regularly.  Management has to revise the salary packages of the employees.

73

CONCLUSION Most of the employees in the organization are satisfied with the job content of their jobs. But, however, the management should look positively attractive salaries and to look after their promotion activities.

74

ANNEXURE QUESTIONNAIRE Name

:

Age

:

Gender

:

Monthly income

:

Educational qualification

:

Occupation status

:

Grade level

:

Total years of experience

:

Nature of family

:

Male / Female

Nature of residency location: 1) Responses of the employees about educational qualification is relevant to their jobs. a) Yes

b) No

2) Opinion of the employees about duty timings a) Inconvenient

b) Convenient

3) About satisfaction of the salary getting from the organization a) Highly satisfaction

b) satisfaction

c) Neutral

d) Dissatisfaction

4) Opinions of the employees about challenging their jobs a) Not highly challenging

b) Not opinion

75

5) Response of the employees on work schedule a) Highly satisfaction

b) satisfaction

c) Neutral

d) Dissatisfaction

6) Opinion of the employees regarding the work recognition by the management. a) Highly satisfaction

b) satisfaction

c) Neutral

d) Dissatisfaction

7) Relationships with co- workers approach & attitude a) Highly satisfaction

b) satisfaction

c) Neutral

d) Dissatisfaction

8) Opinion of the employees on periodic counseling. a) Highly satisfaction

b) satisfaction

c) Neutral

d) Dissatisfaction

9) Opinion of the employees’ safe guard in risky situation on management. a) Highly satisfaction

b) satisfaction

c) Neutral

d) Dissatisfaction

10) Opinion of the employees on performances monitoring system in the organization. a) Highly satisfaction

b) satisfaction

c) Neutral

d) Dissatisfaction

11) Response of the employees on superior’s motivation. a) Highly satisfaction c) Neutral

b) satisfaction d) Dissatisfaction

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12) Proportionate feed back of the seniors and subordinates. a) Highly satisfaction

b) satisfaction

c) Neutral

d) Dissatisfaction

13) Response of the employees on rewards for the work effort. a) Highly satisfaction

b) satisfaction

c) Neutral

d) Dissatisfaction

14) Personnel Development training and quality improvement programmers. a) Highly satisfaction

b) satisfaction

c) Neutral

d) Dissatisfaction

15) Opinion of the employees on canteen facilities. a) Highly satisfaction

b) satisfaction

c) Neutral

d) Dissatisfaction

16) Opinion of the employees on canteen facilities. a) Highly satisfaction

b) satisfaction

c) Neutral

d) Dissatisfaction

17) Opinion of the employee on promotion criteria a) Highly satisfaction

b) satisfaction

c) Neutral

d) dissatisfaction

77

BIBLIOGRAPHY

AUTHOR NAME

TITLE

PUBLICATION

P. SUBBARAO

Personnel & Human

Himalaya publishing house

Resource Management

pvt.ltd.

Human resource &

Tata McGraw hill

personnel management

publications

K. ASWATHAPPA

S.P. GUPTA

Statistical method Sultan chand & sons

C.R. KOTHARI

Research mythology New age international pvt. Ltd.

C.B. MAMORIA S.V. GANKAR

Personnel Management Text & Cases Himalaya Publishing House

DAVID A. DECENZO

Personnel / Human

STEPHEN P. ROBBINS

Resource Management

78

Prentice – Hall India