Professional Documents
Culture Documents
EMPLOYEE MOTIVATION HERITAGE FOODS (INDIA) LIMITED Hyderabad
EMPLOYEE MOTIVATION HERITAGE FOODS (INDIA) LIMITED Hyderabad
1. INTRODUCTION:
crucial subsystem in the process of management. The success or of the organization not
only depends on the material, machines and equipment but also on the personnel who
DEFINITION:
Human resources can be thought of as the total knowledge, talents aptitudes, creative
abilities of an organization work force as well as the value, attitude and beliefs of the
individuals involve.
-LEONC.MEGGINSON.
Personnel management effectively describes the process of planning and directing the
-DALE YODER
2
Personnel management is the process of attracting, holding, motivating, and people
DEFINITION OF MOTIVATION:
these words are included inn the definition: desires, wants, aims, goals, drives, movies
and incentives. Motivation is derived from the Latin word Move on which means to
move.
state that energies activates, or moves and directs or channels behavior towards goals.
A common place that we see the need to apply motivation is in the work place. In the
work force, we can see motivation play a key role in leadership success. A person
unable to grasp motivation and apply it, will not become or stay a leader. It is critical
Motivators."
and relationships are all externally motivated needs. These are the first three levels of
"Howletts Hierarchy" When these needs are achieved; the person moves up to level
four and then five. However, if levels one through three are not met, the person
becomes dissatisfied with their job. When satisfaction is not found, the person becomes
recognition, growth, responsibility, and job nature are internal motivators. These are the
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last two levels of "Howletts Hierarchy." They occur when the person motivates
themselves (after external motivation needs are met.) An employer or leader that meets
the needs on the "Howletts Hierarchy" will see motivated employees and see
productivity increase. Understanding the definition of motivation, and then applying it,
is one of the most prevalent challenges facing employers and supervisors. Companies
often spend thousands of dollars each year hiring outside firms just to give motivation
seminars.
The study in confined and relevant only to Heritage Foods (India) Limited
The study assists the management in determining the decision regarding the
1. To find out the present motivation level of the employees in Heritage Foods
2. To find out the blockages for the motivation in Heritage Foods (India) Limited
(HFIL).
4
Research Methodology:
Population and Sample: There are 140 Officers & Supervisors and 100 Managerial staff
.The questionnaire is administered to 100 Officers and Supervisory staff and 100
Heritage Foods (India) Limited (HFIL).The questionnaire has been sent through E
mail to all these staff and the replies were also received through e mail)
consuming in selecting personnel, training costs and labor costs may be high, it may
result in slower or inconsistent services and poor use of the technique of empowerment.
At the outset, Managers must also accept the fact that not all employees want to
be empowered. Many workers just work better in jobs that are clearly defined and
closely supervised. Once both employees and managers have received proper training,
the next step is go give employees control of the resources needed to make the
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CHAPTER-II
REVIEW OF LITERATURE
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2. INTRODUCTION
There is a fundamental trust the people are organizations most important assets.
resource. The first two are inanimate; they are translated into productivity only when
decrease their productivity as they choose. This human quality gives rise to need for
motivation.
Motivation not only affects other factors like perception and Learning but also affect
the total performance of an individual in organizational setting. This is the reason why
At one time, employees were considered just another input into the production
of goods and services. What perhaps changed this way of thinking about employees
was reached, referred to as the Hawthorne studies, conducted by Elton Mayo from 1924
to 1932(Dickson, 1973). This study found employees are not motivated solely by
where by the needs and motivations of employees become the primary focus of
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2.1 MEANING OF MOTIVATION:
these words are included inn the definition: desires, wants, aims, goals, drives, movies
and incentives. Motivation is derived from the Latin word Move on which means to
move.
state that energies activates, or moves and directs or channels behavior towards goals.
2.1.1 DEFINITION:
1. Motivation is the complex forces starting and keeping a person at work in the
organization.
3. Motivation is the art of understanding motives satisfying them to direct and sustain
employees of any emotion or desire operation ones will and prompting or driving at it
to action.
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Needs: These are the deficient, and create whenever there is a physiological or
psychological imbalance.
Drive or motives: These are set to alleviate needs. These are action oriented and
provide an energizing thrust toward goal accomplishment. They are the very heart of
Goal: Goals are any thing which will alleviate a need and reduce a drive.
morale due to which lab our unrest, labor absenteeism turnover are reduced.
and employees.
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2.3 NATURE OF MOTIVATION:
Following are some of the characteristics of motivation derive from the definitions
individual. These motives are in the form of feeling that the individual lacks some
thing.
directed behavior is one which satisfied the causes for which behavior takes place.
fulfillment.
of the nature if needs a types of behavior that need attempted to satisfied those needs.
There are many needs which an individual may have and there are various ways in
individual or these may develop over the period of time through learning. Thus, need
1. Primary need
2. Secondary need
3. General needs
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1) Primary needs: These are also known as physiological, biological, basic, or unclear
needs. These needs are common in human beings through their intensity differs.
2) Secondary needs: As contrast to primary needs, these are not natural but are learned
depends in learning.
3) General needs: Through a separate classification for general needs is not always
given, such a category seems necessary because there are a number of needs which lie
in the grey area between the primary and secondary needs. In fact, there are certain
1. Positive motivation
2. Negative motivation
mechanism.
Negative motivation or fear motivation is based force or fear. Fear causes person to
act in a certain way because they are afraid of the consequences if they dont Fear
work with zeal, initiative, interest and enthusiasm, with a high personal and group.
Moral satisfaction with a sense of responsibility, loyalty and discipline and with
pride and confidence in a most cohesive manner so that the goal of an organization
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2.6 EMPLOYEE MOTIVATION IN THE WORK PLACE:
The job of a manager in the workplace is to get things done through employees. To
Human nature can be very simple, yet very complex too. An understanding and
Ability in turn depends on education, experience and training and its improvement
is a slow and long process. On the other hand it can be improved quickly. As a
Positive reinforcement
Restructuring job
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2.7 BASIC PRINCIPLES TO REMEMBER BY MANAGER FOR
MOTIVATING EMPLOYEES:
1. Inner drives
A persons inner drives push and propel him/her towards an employer, a particular job,
career, line of study, or other activity. The outer(external)motivators are the mirror
image the employer or outside world offers in response to the inner drives. In order to
attract the cream of the crop of available workers, same as in his/her dealings with
customers, the employer not only tries to satisfy these basic needs individual workers
have.
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MOST WORKERS NEED TO:
1. Earn wages that will enable them to pay for basic necessities and additional
5. win recognition
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THE EMPLOYER RESPONDS TO THOSE NEEDS BY OFFERING AND
PROVIDING:
1. Employment
2. Adequate pay
4. Job security
."
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CHAPTER-III
INDUSTRIAL PROFILE
&
COMPANY PROFILE
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Retail Industry in 2013 at a Glance
The retail sector is enormous within the United States it includes one million stores
and accounts for four trillion dollars in revenue in 2013. Within retail are numerous
depends strongly on the specific sub-field some, such as grocery stores are highly
Retail is rife with different categories amongst them, motor vehicle dealers are
responsible for 20 percent of total sales, food and beverage stores for 14 percent and
drug and cosmetic stores for 10 percent. The retail sector is the largest employer in the
United States, consisting of over fifteen million jobs. Retail sales tend to be driven by
personal income, consumer confidence and interest rates, as retail sales trends tend to
resemble that of the economy at large. Large chains and stores have advantages of
franchise owner can take advantage of. Margins generally average between 30 and 40
percent, though it depends on the industry some, like grocery stores, have far lower
margins, but rely on volume to make up the difference, while others sell far lower
Location is a particularly important factor when operating a brick and mortar retail
store the success or failure of the store may well depend on it. The business owner
must choose whether to locate the store by itself, in a shopping mall, or in a strip mall,
and important factors to choose where to place the store include the local
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demographics, traffic in the area, whether foot or vehicular, proximity to competitive
Seasonality is a general issue retailers must contend with most retailers experience a
large bump in revenue during the winter holiday season, with smaller bumps coming at,
depending on the sector, the back-to-school period, Easter, and Mothers Day. Another
potential issue is inventory turnover in some areas, like grocery stores, inventory lasts
a very limited amount of time. Crime related losses are a continuing problem in retail,
both from shoplifters and from employees sectors with above average losses include
gifts, books and magazines and food items. Keeping up with trends is essential in this
business in many sectors whats popular one day can be out of vogue the next, and
Because retail depends so vitally on the streghth of the economy, and factors like job
growth and interest rates, the economy in general will have to become healthy again
before the retail sector can rebound fully. Particularly, retail sales related to homes,
home improvement services and furniture need a rebound in the real estate market in
order to turn around. As demographics change, retailers will have to keep up with the
hispanics, are estimated to account for 30 percent of the United States population by
the middle of the century and this may affect the success of some stores and the
Identity theft and credit card fraud are concerns that retailers must deal with. Updating
security technology can be costly, and particularly slow for older companies with
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outdated systems. Internet sales are rapidly growing worth 5 billion in 1999, they
were worth 140 billion in 2008 and will likely continue to grow in the future, so it is
According to the 8th Annual Global Retail Development Index (GRDI) of AT Kearney,
India retail industry is the most promising 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
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
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
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Food & Grocery: Big Bazaar, Food Bazaar
E-tailing: Futurebazaar.com
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
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
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
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Retail formats in India
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.
and services.
Convenience stores: are located in residential areas with slightly higher prices
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
Category killers: small specialty stores that offer a variety of categories. They
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.
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Challenges facing Indian retail industry
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,
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
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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.
shopping mall. Shopping streets may be for pedestrians only. Sometimes a shopping
street has a partial or full roof to protect customers from precipitation. Online retailing,
Shopping generally refers to the act of buying products. Sometimes this is done to
activity. Recreational shopping often involves window shopping (just looking, not
Etymology
Retail comes from the French word retailler, which refers to "cutting off my hands, clip
and divide" in terms of tailoring (1365). It first was recorded as a noun with the
meaning of a "sale in small quantities" in 1433 (French). Its literal meaning for retail
was to "cut off, shred, off my toes paring". Like the French, the word retail in both
Dutch and German (detailhandel and Einzelhandel respectively), also refers to the sale
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Types of retail outlets
A marketplace is a location where goods and services are exchanged. The traditional
market square is a city square where traders set up stalls and buyers browse the
merchandise. This kind of market is very old, and countless such markets are still in
In some parts of the world, the retail business is still dominated by small family-run
stores, but this market is increasingly being taken over by large retail chains.
Food products
goods, etc.
Department stores - very large stores offering a huge assortment of "soft" and
retailer of such store carries variety of categories and has broad assortment at
Discount stores - tend to offer a wide array of products and services, but they
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General merchandise store - a hybrid between a department store and discount
store;
Variety stores or "dollar stores" - these offer extremely low-cost goods, with
limited selection;
individuals. The range of products are very selective and few in numbers. These
stores are seen in local community often are family-run businesses. The square
category and provides high level of service to the customers. A pet store that
branded stores also come under this format. For example if a customer visits a
Reebok or Gap store then they find just Reebok and Gap products in the
respective stores.
low margins. The operating cost is comparatively less than other retail formats.
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Supermarkets: is a self service store consisting mainly of grocery and limited
products on non food items. They may adopt a Hi-Lo or an EDLP strategy for
Malls: has a range of retail shops at a single outlet. They endow with products,
food and entertainment under a roof. Example: Sigma mall and Garuda mall in
single category for lower prices a retailer can "kill" that category for other
retailers. For few categories, such as electronics, the products are displayed at
the centre of the store and sales person will be available to address customer
queries and give suggestions when required. Other retail format stores are
forced to reduce the prices if a category specialist retail store is present in the
E-tailers: The customer can shop and order through internet and the
merchandise are dropped at the customer's doorstep. Here the retailers use drop
shipping technique. They accept the payment for the product but the customer
receives the product directly from the manufacturer or a wholesaler. This format
is ideal for customers who do not want to travel to retail stores and are
wary about defective products and non secure credit card transaction. Example:
can drop in the money in machine and acquire the products. For example: Soft
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Other types of retail store include:
Automated Retail stores are self service, robotic kiosks located in airports, malls
and grocery stores. The stores accept credit cards and are usually open 24/7.
Convenience store - a small store often with extended hours, stocking everyday
or roadside items;
General store - a store which sells most goods needed, typically in a rural area;
Retailers can opt for a format as each provides different retail mix to its customers
format will lend a hand to display products well and entice the target customers to
spawn sales.
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COMPANY PROFILE
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Heritage at a Glance:
The Heritage Group, founded in 1992 by Sri Nara Chandra Babu Naidu, 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). The annual turnover of Heritage Foods crossed Rs.1274 crores in
2011-12.
Recognitions
Main Dairy Plant, Gokul, near Kasipentla on Tirupati- Chittoor Highway had won the
Prestigious 1st prize in Energy Conservation for the Year 2012 at the National Level
for it's outstanding performance in conserving the Natural Resources through the most
Karnataka, Kerala, Tamil Nadu and Maharastra and its retail stores across Bangalore,
Chennai and Hyderabad. Integrated agri operations are in Chittoor and Medak Districts
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
Progressive and Visionary Leaders of the 21st Century. With an objective of bringing
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prosperity in to the rural families through co-operative efforts, he along with his
relatives, friends and associates promoted Heritage Foods in the year 1992 taking
opportunity from the Industrial Policy, 1991 of the Government of India and he has
At present, Heritage has market presence in all the states of South India.
More than three thousand villages and five lakh farmers are being benefited in these
states. On the other side, Heritage is serving more than 6 lakh customers needs,
opportunity to more than 5000 people. Beginning with a humble annual turnover of just
Rs.4.38 crores in 1993-94, the sales turnover has reached close to Rs.300 crores during
Sri Naidu held various coveted and honorable positions including Chief
Minister of Andhra Pradesh, Minister for Finance & Revenue, Minister for Archives &
Sri Naidu has won numerous awards including " Member of the World
Economic Forum's Dream Cabinet" (Time Asia ), "South Asian of the Year " (Time
Asia ), " Business Person of the Year " (Economic Times), and " IT Indian of the
Millennium " ( India Today).Sri Naidu was chosen as one of 50 leaders at the forefront
of change in the year 2000 by the Business Week magazine for being an unflinching
proponent of technology and for his drive to transform the State of Andhra Pradesh .
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Forward looking statements:
willingness to experiment and innovate our ability to transform our drive towards
excellence in quality, our people first attitude and our strategic direction.
Mission
Bringing prosperity into rural families of India through co-operative efforts and
providing customers with hygienic, affordable and convenient supply of " Fresh and
Vision
To be a progressive billion dollar organization with a pan India foot print by 2015.
To achieve this by delighting customers with "Fresh and Healthy" food products, those
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Heritage Slogan:
processed and packed Milk and Milk Products. We strive to continually improve the
quality of our products and services through upgradation of technologies and systems.
commitment to itself, to always produce and provide quality products with continuous
excellence in quality of Milk, Milk products & Systems, Heritage has always been
laying emphasis on not only reviewing & re-defining quality standards, but also in
Stores, Marketing and Training have been documented with detailed quality plans in
Today Heritage feels that the ISO certificate is not only an epitome of
achieved targets, but also a scale to identify & reckon, what is yet to be achieved on a
standardizing and adopting similar quality systems at most of its other plants.
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Commitments:
Milk Producers:
Heritage
Organizing "Rythu Sadasu" and Video programmes for educating the farmers in
dairy farming
Customers:
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Employees:
Heritage forges ahead with a motto "add value to everything you do"
Returns:
Service:
Suppliers:
Society:
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More than 9500 procurement agents got self employment in rural areas
Employment for the youth by providing financial and animal husbandry support
1. Customer focus to understand and meet the changing needs and expectations of
customers.
2. People involvement to promote team work and tap the potential of people.
3. Leadership to set constancy of purpose and promote quality culture trough out
the organization.
8. Development of suppliers to get right product and services in right time at right
place.
The total turnover is Rs 341 Crores during the financial year 2006-07
against the turnover of 292.02 Crores in 2005-06. Today Heritage distributes quality
milk & milk products in the states of A.P, Karnataka, Kerala & Tamil nadu.
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During the year 2006-07 liquid milk sales was Rs.28329.79 lakhs
against Rs.24525.23 lakhs in the previous year. The sales of miik products including
bulk sales of cream, ghee and butter were recorded Rs 5781.59 lakhs against Rs
4677.21 lakhs.
Milk sales:
23% growth was recorded in AP 2.38 lakhs litres per day(LLPD) in 2006-07
against 1.93 LLPD in 2005-06. 13% growth was recorded in Tamilnadu-1.53 LLPD in
2006-07 against 1.35 LLPD in 2005-06. Over all growth of 6% was recorded- 5.49
LLPD in 2006-07 against 5.16 LLPD. Flavoured milk sales recorded a growth rate of
77% over 2005-06. Butter milk sales have gone up by 45% over 2005-06.
Outlook:
Considering the growth potential in the liquid milk market, the company
has drawn plans to increase its market share in the existing markets and to enter into
new markets there by doubling revenues in dairy business in the next 3 years. To
inverting over Rs20 crores during 2006-07 and over Rs10 crores during the current year
MANAGEMENT
PREFACE This Code of Conduct and Ethics (herein after referred to as the "Code") has
been adopted by the Board of Directors of Heritage Foods (India) Limited (herein after
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senior management i.e., personnel who are a part of the core management team and
including all functional heads of the company (herein after referred to as the 'Members')
This Code helps the Members maintain good standards of business conduct, foster
ethical and moral conduct and promote a culture of honesty and accountability, so as to
The Code is not an all-inclusive comprehensive policy and cannot anticipate every
situation that may arise in the course of the company's business. The Members are
expected to bear in mind the essence and substance of the Code in all their dealings /
CORPORTE OPPORTUNITIES
Members owe a duty to the Company to advance its legitimate interests when the
the company policy . Insider trading generally involves the act of subscribing to or
"Price sensitive information " is such information, which relates directly or indirectly to
the company and which if published is likely to materially affect the price of securities
of the Company. It is important to note that both positive and negative information
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Members shall not derive benefit or assist others to derive benefit or assist them to
derive benefit on their behalf by giving investment advice from the available access to
and possession of information about the Company, which is not in public domain and
thus constituting insider information. Members shall comply with the prevention of
The Company is committed to comply with securities laws in all the markets in which
the Company's securities are listed. The company prohibits fraudulent and unfair trade
Any information concerning the Company's business, its customers, suppliers etc which
is not in the public domain and to which the Members have access or possesses such
to disclose or such disclosure is required as a matter of law. Members shall not provide
any information either formally or informally, to the press or any other publicity media,
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COMPLIANCE WITH LAWS, RULES AND REGULATIONS
Members should comply with all applicable laws, rules, and regulations, both in letter
and sprit. In order to assist the Company in promoting the lawful and ethical behaviour,
Members have to report any possible violation of law, rules, regulations or the code of
All Members have the responsibility to protect the assets of the company, ensure
optimal utilization of assets and to report and record all transactions. Members shall
protect the Company's assets from loss, damages, misuse or theft and assets may only
be used for business purposes and other purposes specifically approved by management
COMPETITION POLICY
The Company shall compete only in an ethical and legitimate manner. It prohibits all
actions that are anti- competitive or otherwise contrary to laws that govern competitive
SELECTING SUPPLIERS
The Company's suppliers make significant contribution to its success. The Company's
policy is to purchase / avail supplies based on need, quality, service, price and other
commercial terms and conditions. Suppliers should be selected based on merit, price,
through a competitive bid process wherever possible. Under no circumstance should the
Company or its employee, agent or contractor attempt to coerce suppliers in any way.
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ENVIRONMENT, HEALTH AND SAFETY POLICY
contribute to preserving nature as well as safety measures in own respective work areas.
All Members are responsible for conducting safe and environmentally sound
operations; this is in the interest of our own well-being and the quality of life of others.
It is the Company's policy not to support child labour. The Company is committed to
implement the provisions of the Child Labour (Prohibition and Regulation) Act, 1986.
To, promote this the Company encourages its suppliers also to work towards a no child
labour policy in their industries. Members shall strictly observe that no child labour is
committed to ensuring that employees enter into employment and stay on in the
Company of their own free will. Members shall uphold this policy.
remuneration, hospitality, illegal payments and comparable benefits which are intended
for the conduct of the business. Normal gifts of commemorative nature for special
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OTHER DIRECTORSHIPS
The Company feels that serving on the Board of directors of other companies may raise
substantial concerns about potential conflict of interest. Therefore all Directors shall
report / disclose such relationships to the Board on an annual basis. It is felt that service
on the Board of a direct competitor is not in the interest of the Company. Hence all the
Directors are barred in accepting such position without the concurrence of the Board.
ACCOUNTABILITY
The Board of Directors (BOD) shall oversee the Company's adherence to ethical and
legal standards. All employees and members of the BOD shall undertake to stop or
prevent actions that could harm customers or reputation of the Company and to report
such actions as soon as they occur to take corrective steps and see that such actions are
not repeated.
Each Director and senior management personnel shall adhere to this code of conduct
and affirm compliance with the code on an annual basis as per the Annexure to the
Any waiver of the applicability of the Code or waiver of application of any provision of
the Code to any Member shall be approved by the Board of Directors and disclosed as
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BRANCHES OF HFIL:
1. Dairy
2. Retail
3. Agribusiness
1. Dairy:
It is the major wing among all. The dairy products manufactured by HFIL are
Milk, curd, butter, ghee, flavoured milk, paneer, doodhpeda, ice cream.
2. Retail:
In the retail sector HFIL has outlets namely Fresh@. In those stores the
products sold are vegetables, milk& milk products, grocery, pulses, fruits etc.
respectively are there. Totally there are 26 retail shops are there.
the modern Indian consumer. The store rediscovers the taste of nature every day
range of fresh fruits and vegetables which are directly hand picked from the farms.
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Freshness lies in their merchandise and the customers are always welcomed with fresh
fruits and vegetables no matter what what time they walk in.
3. Agri Business:
In this business HFIL employees will go to farmers and have a deal with
them. Those farmers will sell their goods like vegetables, pulses to HFIL only. And
vegetables from and also examine the vegetables, pulses and fruits in the lab. And
given by the agri professors will approach the farmers directly and make a deal with
Heritage Finlease Heritage Finlease Limited was incorporated under the companies Act
1956 on 23rd of February 1996 and commenced business from 2nd day of April 1996.
Sri D.Seetharamaiah
Smt. N. Bhuvaneswari
Sri R.S.Bakkannavar
The Company was registered as Non Banking Financial Institution on 5th Day of
December 1998 by Reserve Bank of India as a Deposit Taking Company under the
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At Present the company is allowing Dairy Loans to Small Farmers under Tie up
arrangement with Heritage Foods (India) Limited. The Company has been earning
profits from inception and functioning in conformity with the rules and directions of
(HFIL)
are the most important resource of any organization. In the modern world, the human
factor alone can provide a competitive edge to any organization. As one author
remarks Some of the best assets walk into and outside the organization everyday.
All HRD efforts are based on the fundamental concept that Human-beings
infinite potential for growth and development that can be converted into performance
area providing the cutting edge to the organization in its endeavor towards competitive
enhance the knowledge develop skills and reorient attitude of employees to keep pace
with the changing environment. An attempt is made to align HD programmes with the
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3.4 TRAINING OBJECTIVES OF HERITAGE FOODS (INDIA) LIMITED
(HFIL):
policy statement. To operational the policy mission and statement, the following are
programmes.
1. To ensure that adequate time and efforts are invested at all levels of
4. To help employees improve their core competency that has direct impact on
(INDIA) LIMITED (HFIL) brings out to our notice the fundamental assumptions
S YNDICATE BANK
45
The need to recognize the fact that HRD attempts must be incorporated into the
The conscious attempt to make every individual feel that he is a part of a team,
The need to ensure that training is a proactive process, which must be designed
taking into consideration future changes in the environment, the business, and
The need to constantly update job specific skills among employees to make
To provide avenues for the growth and development of the individual through
The duration of a training varies with skill to be acquired, the complexity of the
subject, a trainees aptitude and ability to understand, and the training media used.
Generally, a training period should not be unduly long: if it is, trainees may feel
bore uninterested. The ideal session should not go beyond 2 to 3 hours at stretch, with
The training period may extend from 3 weeks to 5 months even more,
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The physical locations of the programmes should be in pleasant surrounding
Implementation is beset with certain problems. Firstly, most managers are action
the training programme to perform jobs for which they were trained, the specific nature
of training deficiencies, whether the trainees required any additional on the job training
and the extent of training not needed for the participants to meet job requirements.
47
3.5.1 PRINCIPALS OF EVALUATIONS
Evaluation specialist must be clear about the goals and purposes of evaluation.
Evaluation must be provide the means and focus for trainers to be able to
TRAINING EFFECTIVENESS
Training effectiveness is the degree to which trainees are able to learn and apply
the knowledge and skills acquired in the training programme. It depends to the
attitudes, interests, values, and expectations of the trainees and the training
want to learn, are involved in their jobs, have career strategies. Contents of a training
programme, and the ability and motivation of trainers also determine training
effectiveness.
Several methods can be employed to collect data on the outcomes of training. Some of
these are:
4. Giving oral and written tests to trainees to ascertain how far they have learnt,
48
7. Studying profiles and career development charts of trainees,
9. Trainees comments and reactions during the training period, and Cost benefit
3.6 FEEDBACK
After the evaluation, the situation should be analysed to identify the possible
causes for difference between the expected outcomes and the actual outcomes. The
so as to avoid these causes. The outcomes of training programme should justify the
time, money, and efforts invested by the organization in training. Information collected
during evaluation should be provided to the trainees and the trainers as well as to others
Change in organizations is a social process, and not merely an analytical one. The field
49
Freezing : Making sure that change sustains for a long period of time.
relevant problems, analyzing and feeding the data back to the organization, and
helping the organization to take action to address the problems. It attempts to tap
the capabilities of the employees with the dual purpose of contributing to successful
change efforts as well as fulfil employee needs for greater involvement. The
approach seeks to empower the concerned organizational members so that they may
would meaningful solutions emerge, but more important, they will develop the
and employees improve the processes that are used in organizations. The processes
and leadership. One of the distinct features of the process consultation approach is
that an external or internal consultant is used. The consultant helps the employees
to help themselves. For instance, in team building activity, a work team is brought
making, creativity and leadership. The team then plans to overcome problems and
improve results. Schein (1969) who has pioneered the process consultation
50
approach has identified four types of interventions that process consultants often
(a) Agenda-setting interventions are aimed at making the group aware of the
in the change process. Training programs are used not only to generate ideas,
develop collaboration among employees, enhance skill, but also for the
difficulties.
51
Training must be followed up with appropriate management actions and
All training activities must be related to the specific needs of the organization
the needs and the individual employees. A training programme should be launched
only after the training needs are assessed clearly and specifically. The effectiveness of
a training programme can be judged only with the help of training needs the gap
between the existing and required levels of knowledge, skills, and performance and
should be specified. The problem areas that can be resolved through training should
also be identified.
Organizational Analysis
resources, resource allocation and utilization, growth potential and its environment. Its
Analysis of objectives
Organization analysis
Environmental Scanning
52
Task or Role Analysis
Manpower Analysis
In the analysis the persons to be trained and the changes required in the
relevant and viable if the three types of analysis given above are carried on
continuously more over this analysis should be integrated in a carefully designed and
executed programme.
Training Objectives:
Generally line manager ask the personnel manager to formulate the training
policies. The personnel Manager formulate the following training objectives in keeping
a. To prepare the employee both new and old to meet their present as well as the
b. To prevent obsolescence.
53
g. To ensure smooth and efficient working of a department.
policy is required:
and
54
Training Methods and Techniques
On-the-job Training
In this method, the trainee is placed on a regular job and taught the skills
necessary to perform it. The trainee learns under the guidance and supervision of the
superior or an instructor. The trainee learns by observing and handling the job.
Several methods are used to provide on the job training e.g., coaching job
rotation, committee assignments, etc. A popular form of the job training is Job
of motor skills and routine and repetitive operations. The JIT involves the following
steps:
Preparing the trainee for instruction. This involves putting the trainee at ease,
securing his interest and attention, stressing the importance of the job, etc.
required to do. The trainee is put at work site and each step of the job is
Applying and trying out the instructions to judge how far the trainee has
55
JIT method provides immediate feedback, permits quick correction of errors
and provides extra practice when required. But it needs skilled trainers and preparation
in advance.
Vestibule Training
In this method, a training center called vestibule is set up and actual job
conditions are duplicated or simulated in it. Expert trainers are employed to provide
training with the help of equipment and machines, which are identical with those in
Apprenticeship Training
Training Institutions (ITI) for the purpose. Under the Apprenticeship Act 1962
employers in specified industries are required to train the prescribed number of persons
paid during the training period. Thus, it is an earn when you learn scheme.
56
CHAPTER-IV
57
4.1 TEAMWORK AND COOPERATION
Table - 1
TION N
IST CLASS 92 4 4
EMPLOYEE
IIND CLASS 40 20 0
EMPLOYEE
IIIRD CLASS 77 23 0
EMPLOYEE
58
Char t - 1
100
50
INTERPRETATION:
59
2.My fellow employees are committed to do quality work.
Table - 2
IST CLASS 92 8 0
EMPLOYEE
IIND CLASS 68 24 8
EMPLOYEE
IIIRD 87 10 3
CLASS
EMPLOYEE
60
Chart - 2
100
90
80
PERCENTAGE
70
60
50
40
30
20
10
0
INTERPRETATION:
61
3.Iam involved in decisions that affect my work.
Table - 3
IST CLASS 63 24 8
EMPLOYEE
IIND CLASS 48 36 16
EMPLOYEE
IIIRD 63 30 7
CLASS
EMPLOYEE
62
Chart - 3
70
60
PERCENTAGE
50
40
30
20
10
0
INTERPRETATION:
We can clearly make out that the IInd class employees are not satisfied
with the decisions they are involved that affect their work.
63
4.I believe that al the divisions in the company and work together to
Table - 4
IST CLASS 84 16 0
EMPLOYEE
IIND CLASS 88 8 4
EMPLOYEE
IIIRD 60 37 3
CLASS
EMPLOYEE
64
Chart - 4
100
90
80
70
Percentage
60
50
40
30
20
10
0
INTERPRETATION:
The employees in al the divisions of the company interact with each other
65
5.I have information to do my job well.
Table - 5
IST CLASS 88 12 0
EMPLOYEE
IIND CLASS 88 12 0
EMPLOYEE
IIIRD 80 17 3
CLASS
EMPLOYEE
66
Chart - 5
100
90
80
70
Percentage
60
50
40
30
20
10
0
INTERPRETATION:
The graph clearly indicates that the employees have clear information to
67
6. My manager delegates that work effectively.
Table - 6
IST CLASS 96 4 0
EMPLOYEE
IIND CLASS 56 40 4
EMPLOYEE
IIIRD 57 33 10
CLASS
EMPLOYEE
68
Chart - 6
120
100
Percentage
80
60
40
20
INTERPRETATION:
The information above that the employees are satisfied with their managers
69
7. Iam satisfied with the information I received from management.
Table - 7
IST CLASS 76 24 0
EMPLOYEE
IIND CLASS 72 24 4
EMPLOYEE
IIIRD 60 23 17
CLASS
EMPLOYEE
70
Chart - 7
80
70
60
Percentage
50
40
30
20
10
0
INTERPRETATION:
The employees are satisfied with the information they received from the
management.
71
8. My manager is available to me when I have questions or need help.
Table - 8
IST CLASS 72 24 4
EMPLOYEE
IIND CLASS 68 28 4
EMPLOYEE
IIIRD 60 26 14
CLASS
EMPLOYEE
72
Chart - 8
80
70
60
PERCENTAGE
Ist class
50 employee
Iind class
40
employee
30 IIIrd class
employee
20
10
0
INTERPRETATION:
The is always some kind of help for the employees during their work.
73
9. I can see the link between my work and company objectives.
Table - 9
IST CLASS 64 36 0
EMPLOYEE
IIND CLASS 68 32 0
EMPLOYEE
IIIRD 66 27 7
CLASS
EMPLOYEE
74
Chart - 9
80
70
60
PERCENTAGE
Ist class
50 employee
Iind class
40
employee
30 IIIrd class
employee
20
10
0
INTERPRETATION:
The employees are able to find the link between their work company
objectives.
75
10.I link the kind of work I do.
Table - 10
IST CLASS 84 16 0
EMPLOYEE
IIND CLASS 92 8 0
EMPLOYEE
IIIRD 93 7 0
CLASS
EMPLOYEE
76
Chart - 10
100
90
80
PERCENTAGE
70
60
50
40
30
20
10
0
INTERPRETATION:
The information suggests that the employees get the kind of work they
like.
77
11.I am clear about what is expected of me in my position as a result of
Table - 11
IST CLASS 80 20 0
EMPLOYEE
IIND CLASS 80 20 0
EMPLOYEE
IIIRD 73 23 3
CLASS
EMPLOYEE
78
Chart - 11
90
80
70
PERCENTAGE
60
50
40
30
20
10
0
INTERPRETATION:
79
12.My manager assists me to identify my Motivationneeds.
Table - 12
IST CLASS 72 20 8
EMPLOYEE
IIND CLASS 28 56 16
EMPLOYEE
IIIRD 50 33 17
CLASS
EMPLOYEE
80
Chart - 12
80
70
60
PERCENTAGE
50
40
30
20
10
0
INTERPRETATION:
The above graph clearly suggest that IInd class employees and IIIrd class
employee are not satisfied with the need for the identification..
81
13.The employee benefits I receive are attractive and competitive.
Table - 13
IST CLASS 80 16 4
EMPLOYEE
IIND CLASS 68 30 2
EMPLOYEE
IIIRD 60 37 3
CLASS
EMPLOYEE
82
Chart - 13
90
80
70
PERCENTAGE
60
50
40
30
20
10
0
INTERPRETATION:
Its clear indication that the IInd class employees and IIIrd class employee
83
14.There is someone at work who encourages my development.
Table - 14
IST CLASS 44 36 20
EMPLOYEE
IIND CLASS 48 44 8
EMPLOYEE
IIIRD 20 23 27
CLASS
EMPLOYEE
84
Chart - 14
60
50
PERCENTAGE
40
30
20
10
INTERPRETATION:
employee development.
85
15.In this company people are rewarded according to their job
performance.
Table - 15
IST CLASS 56 32 12
EMPLOYEE
IIND CLASS 52 44 4
EMPLOYEE
IIIRD 70 17 13
CLASS
EMPLOYEE
86
Chart - 15
80
70
60
PERCENTAGE
50
40
30
20
10
0
INTERPRETATION:
The opinion of Ist class employees and IInd class employees shows that
87
CHAPTER-V
FINDINGS
CONCLUSION
SUGGESTIONS
BIBLIOGRAPHY
QUESTIONNAIRE
88
Findings
(HFIL)has brought into light the total picture of the employees attitude towards
Most of the respondents have expressed that they are interested in the on- the- job
method.
Most respondents expressed that feedback is collected from all the participants in
the program.
The employee in the organization are well participated in the training program.
Most of the employees are very much satisfied about the selection of the
Most of the employees are expressed that the training programmed is imparting
Most of the employees agree with the training programmed meet pre-specified
objectives.
Most of the employees are respond positive with the training programmed
89
CONCLUSION:
In the above perspective, the present chapter makes an attempt to draw some
confessed here that the investigator is conscious of the limitations of the study and the
conclusion drawn on the basis of the sample from a single unit cannot be generalized
The study examines the readiness for employee motivation in six aspects, namely
and Learning.
have agreed to the effective down ward communication flow, which is a prerequisite
for empowerment.
As far as information sharing with lower rungs is concerned, they are very positive.
One significant conclusion with regards to learning opportunities, which is a basic for
empowerment, is that the executives are favorable and feel that sufficient learning
As far as clarity is concerned, the executives are somewhat agreed i.e., neutral. The
aspect wise percentage analysis leads to the conclusion that the organization is
somewhat ready for employee empowerment because the majority of the Executives in
90
SUGGESTIONS
satisfied
91
BIBLIOGRAPHY
P.N. Singh and Neeraj Kumar, Employee Relations Management 2010, Pearson
Joseph J. Mortocchi, Employee Benefits, 2010, Tata McGraw Hill, New Delhi.
R.Sivarathana Mohan, Industrial Relation and Labour Welfare, 201 PHI Learning
Pvt. Ltd.
http:/ wikipedia.com
www.google.com
www.cite/HRM.COM
Questionnaire
92
A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]
4.I believe that al the divisions in the company and work together to achieve common
goal
93
9.I can see the link between my work and company objectives.
15.In this company people are rewarded according to their job performance.
94